The MHEDA Journal - Second Quarter, 2013 - (Page 13)

ASK YOUR EXPERT ADVICE BOARD Q “As you build your business and focus on improving your dealership’s processes and policies, what innovations/best practices have you implemented in the various departments that you are most proud of? How do you make sure these practices are duplicated by every present as well as future employee?” John Truss, Operations Manager, Lift Power Inc. in Jacksonville, Florida Scott Lee President Conveyor Solutions Schaumburg, IL A The best part of your question is that it’s “never ending.” After 16 years, we are still constantly looking for new ways to improve our processes, communication, policies, etc. The key is to be able to roll out the policy and procedures while making sure everyone is aware and has access to the information. We’ve implemented a Process Procedure Outline. We keep a hard copy in a centrally located threering binder as well as an electronic version. The processes are grouped by departmental function. This way, employees can find the ones which are applicable to them and not have to sift through ones that don’t apply. New employees are shown where the manual and files are located as part of their on-boarding process. Our most successful Best Practices with true staying power tend to be the ones which are developed from the bottom up. Empowered employees are continuously searching for ways to make their jobs easier and more efficient. Putting a process in place to recognize and implement these ideas is the key. Mark Juelich Chairman/CEO American Warehouse Systems LLC Blaine, MN A A few years ago we implemented a strategic planning process at American Warehouse Systems. We used the MHEDA strategic planning wheel as a starting point and with a little help from some of our MHEDA member friends we were able to tailor a process specifically for our company and how we go to market. Like the MHEDA process, our plan is a wheel, so it never stops. We have four teams that focus on different areas of the company and every employee is involved at some level with a team. The teams set goals based on critical impact factors and work the year to complete those goals. We have monthly meetings where each team is able to discuss their process with the rest of the company so everyone is kept up to speed on all progress. At the end of the year, data is compiled, reviewed and we use it for next year. This process not only allows us to work on the company and drive it forward, but it also allows everyone to be involved in planning the future of the company. I couldn’t be happier with the results of this process. If you don’t already have a strategic planning process in place, I would urge you to look into setting one up. Mark M. Milovich President Lift Atlanta, Inc. Decatur, GA A There are two practices we have instituted in the past few years that have really paid out dividends for our dealership, and both of them deal with equipment sales. First, we started bringing our service manager into our weekly sales meetings. The first order of business is to discuss any service related issues that came up in the previous week. We also discuss field service calls and the status of customer trucks in the shop. This gives our sales reps constant feedback and information as to what is going on service-wise with their customers. Nothing is worse to a sales rep than going into a customer location and being blind-sided by a service issue. This way, our sales team knows in advance any issues that may come up, and can assist in satisfying the customer. The second practice is in sales pricing. We have given our sales reps a range of gross profit percentage that they can affectively negotiate with a customer when trying to secure an order. The range is large enough to be effective, yet small enough to protect the GP of the sales. No more “I have to check with my sales manager.” We have established a GP percentage floor that reps cannot go below without approval. If a rep feels we need to drastically discount a sale to win an order, it is discussed in detail, and management makes a “Go, No-Go” decision. This has freed up our sales professionals to be able to negotiate on their own, to a certain extent. These practices are on-going and managed by myself and the department managers to ensure they continue. The MHEDA Journal | Second Quar ter 2 013 13 http://www.naylornetwork.com/dis-nxt/

Table of Contents for the Digital Edition of The MHEDA Journal - Second Quarter, 2013

President’s Perspective
From the Desk of Liz Richards
Ask Your Board
MHEDA Member Profile
At Work
The Next Economic Cycle
In Case of Emergency – Disaster-Proofing Your Supply Chain
Annual Convention
Convention Program
Exhibitors' Showcase Floor plan
Absorption Measures Performance and Sustainability
Exhibitors’ Showcase Product Guide
The Parachute Congress Made
Get Your Game On
An Expert, Advisor, Resource and Single Point of Contact
What Looks Good on Paper
Instilling Work Ethic in the Emerging Workforce
How to Get People to Do What You Want Them to Do
Search Engine Marketing Value Proposition
New Members
Spotlight on Association News
MHEDA University Calendar
MHEDA Milestones
New Products
Index of Advertisers by Product Category

The MHEDA Journal - Second Quarter, 2013

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