The MHEDA Journal - Second Quarter, 2013 - (Page 13)
“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
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.
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
Lift Atlanta, Inc.
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
Table of Contents for the Digital Edition of The MHEDA Journal - Second Quarter, 2013
From the Desk of Liz Richards
Ask Your Board
MHEDA Member Profile
The Next Economic Cycle
In Case of Emergency – Disaster-Proofing Your Supply Chain
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
Spotlight on Association News
MHEDA University Calendar
Index of Advertisers by Product Category
The MHEDA Journal - Second Quarter, 2013