In regard to the changes over the past 55 years, the brand and manufacturer consolidation has been the most impactful. This timeline takes us back to and through the consolidation decades. We lost our mainline brand(s) during the 1980s and were forced to find other major lines and shortlines to fill the gaps. This was very difficult because in order to have access to a good replacement supplier, a local dealer either had to go out of business or had to give up something important to their operation.

Additionally, we could not predict or anticipate if our new supplier was going to survive and/or remain as a long-term partner. We were fortunate and blessed to navigate those years of uncertainty and maintain good dealership/manufacturer relationships. The landscape of brands and their original purity is totally different today than what we had in the 1970s.

For the new generation, the outlook and mindset is very different. When my career started in the 1980s, we were in survival mode for most of my years. We lived and died by floorplan due dates, droughts, interest rates and that type of thing. 

Fast forward to the current environment. We have a generation of employees that have experienced very few setbacks or headwinds in the last 10-15 years. These employees are considered industry veterans by today’s standards and are very influential in managing the dealership today. It's understandable why they have a “no fear” approach in regard to risk management. We still have a good balance of managers that have lived through the good stretches and tough stretches. 

Of course, there are generational differences on lifestyle expectations, retirement goals and that type of thing. I have reluctantly accepted that I am in the minority generation now. Business models are changing to accommodate the majority of the people making purchase decisions today. From fast food to automobiles and even farm machinery, business is being conducted differently. I think we can change and adapt if we don’t forget we are in the “people” business and “people do business where they feel they are appreciated.”

As for Farm Equipment magazine and the 55-year milestone, I continue to read every issue. I have hard copies stacked on the corner of my desk. The articles are more than periodicals. I use the articles as reference material because most of the articles include timeless ideas.

The information in the magazine gives me insight on what other dealers are doing about common issues and opportunities, from technician recruitment and retention to managing used equipment to setting up service call centers. These and other topics are important to our survival and growth. We have our own ideas on how these issues should be addressed. But the launch time and structure is improved when you hear what others are doing. The content is well-written and timely. Most importantly, the information is accurate and unfiltered.