The rollout of the Case IH and New Holland autonomous, or driverless, tractors at the Farm Progress Show in August sparked a whole range of reactions, from spirited conversations and conjecture, to skepticism and indifference.
From not managing used equipment inventories to an over extended dealer-principal, industry experts cite areas that can lead to a dealer’s underperformance. Recognize the warning signs, and you can turn things around.
The ag economy is cyclical, as everyone knows, and operating a dealership through the trough period of the cycle isn’t a new challenge. But for the younger generation of dealer management, it’s not a challenge they’ve faced until now.
That was an email I received from Johnson Tractor’s Leo Johnson (see p. 30) as we were preparing for this SHOWCASE special report. Said another way (by 19th century philosopher Arthur Schopenhauer), “Mostly it is loss which teaches us about the worth of things.”
When Scott Weber, senior consultant and managing director with Spader Business Management, is contacted by a struggling dealership he focuses on properly diagnosing the situation before prescribing a solution. “It’s called our 3-D process and the first step is discovery.”
When employees know what is expected, it’s easy for them to succeed. On the other hand, when expectations aren’t made clear it’s hard for employees to meet those expectations.
In working with dealers, I’ve encountered three simple non-numeric, non-financial ways to evaluate a dealership. Each of these questions came from a successful dealer principal or from an OEM dealer development manager.
Shortly after Case IH and New Holland introduced their concept autonomous tractors at the Farm Progress Show in late August 2016, Colorado-based market intelligence firm, Tractica, released a report predicting rapid growth in robotic tractor sales by 2020.
From not managing used equipment inventories to an over extended dealer-principal, industry experts cite areas that can lead to a dealer’s underperformance. Recognize the warning signs, and you can turn things around.
The ag economy is cyclical, as everyone knows, and operating a dealership through the trough period of the cycle isn’t a new challenge. But for the younger generation of dealer management, it’s not a challenge they’ve faced until now.
That was an email I received from Johnson Tractor’s Leo Johnson (see p. 30) as we were preparing for this SHOWCASE special report. Said another way (by 19th century philosopher Arthur Schopenhauer), “Mostly it is loss which teaches us about the worth of things.”
When Scott Weber, senior consultant and managing director with Spader Business Management, is contacted by a struggling dealership he focuses on properly diagnosing the situation before prescribing a solution. “It’s called our 3-D process and the first step is discovery.”
In this episode of On the Record, brought to you by Associated Equipment Distributors, we look at Titan Machinery’s Q4 and FY 2025 earnings, and the improvement in inventory levels over the last 2 quarters
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