The annual WEDA International Dealer Conference is helping today’s dealers maximize every facet of their business. The coveted event features insights from industry-leading experts, practical sales advice to ensure success in the future, updates about the business economy and networking with in-line dealers and manufacturers from across the country. Ready to grow your business? Plan to be there this December!
Opening Keynote: NAFTA and Tariffs
Brian Hancock begins our conference with a North American and global perspective on the imposed tariffs and the North American Free Trade Agreement (NAFTA). By the time December arrives, we may have a clearer picture of NAFTA, the effects of the tariffs, and the interactions between Canada, Mexico, and the United States. Get an up-to-date look at how these events affect you and your customers.
Brian Hancock, Executive Vice President, and Chief Marketing Officer, Kansas City Southern Railroad
Following this presentation, our VP of Government Affairs Eric Wareham will provide a closer look at the trade and tariff issue from the perspective of equipment dealers in our regions. This session will set up a discussion format with Brian and Eric interesting questions from dealers.
Keynote: Next Generation Leadership; Proven Strategies to Attract, Retain and Engage Millenial Talent
Millennials are highly disengaged at work and are leaving companies because of it. Only 29% of employed Millennials are engaged at work, and only 50% of Millennials plan to be working at their company one year from now.
Millennials are the largest generation in the workforce. While they bring valuable skills, insights, and ambition to the workplace, they are often a source of tension among experienced leaders and managers. Ryan shares relevant data and innovative insights to better understand what drives Millennial employee performance so that you can optimize the largest generation in the workforce. Discover tactical strategies to dramatically improve the managing, recruiting, retention, and engagement of your Millennials.
Ryan Jenkins, internationally recognized speaker and author of The Millennial Manual: The Complete How-to Guide to Manage, Develop and Engage Millennials at Work, will deliver this year’s keynote address at 3 p.m. on Thursday, December 6. Ryan helps organizations gain clarity around Millennials and Generation Z so that leaders can effectively lead, engage and sell in today’s multi-generational workplace.
The Digitization of Agriculture; Obstacles and Opportunities – Integrated solutions
- What’s your purpose in precision? Is it primarily to run a profitable service business (profitable professional enterprise on its own), or is it to support your core equipment business (deeper customer engagement, more profound customer satisfaction, and a better understanding of customer operations)? Your objective needs to be clear to craft the right plan for your dealership and to measure your success effectively.
- Service vs. Widgets: what constitutes a precision department inside a dealership? Dealers already sell widgets, but precision hedges into advice – into making sense of information generated by widgets and equipment. I don’t think you need to enlist hard-core agronomists to have an effective “precision” offering, but you involve yourself in advice, otherwise, you’re not really into precision. This leads to the third leg (is this a three-legged animal?)…
- Working with third parties: Most dealers won’t be the sole trusted advisor to a customer on production. But dealers can provide integral support to its customer’s other trusted advisors. We’re entering an age where dealers need to be willing to support a customer’s other advisors. What are dealers going to do to stay in that production conversation? If you’re not the primary advisor, you’re not really directing the production decisions of that customer, including his equipment purchases – you’re just a supplier, and in the age of Google and Amazon, suppliers are pretty disposable. What can you do to elevate the third parties supporting customers in your region?
An Organization that Sells Together Profits Together – Departmental Sales
- The inefficiencies of siloed sales: Silos often negatively affect employee morale, especially when employees are aware of the issue and are unable to do anything to change it. Bottlenecks result in inefficiency as different departments are operating within the confines of their department causing deficient holistic sales support.
- Service providers vs. solution providers: The changes in customer expectation demands dealer organizations are at the top of their game with customer service. What is the difference between providing a service and producing a solution?
- Can’t we all just get along?: Interdepartmental conflict stifles dealership growth and adversely affects efficiency and profitability. The need to proactively foster strong internal relationships is vital to meeting customer service expectations and creating congruent organizational sales.
Unleash Your Inner Superhero – Leadership Development
- Keeping employees energized about their future with your dealership: Having the right culture can be the difference between a performing dealership and one with low expectations. Keeping staff excited about who they work for and with is a high-performance differentiator.
- Equipping leaders with the tools to be all-stars: In order to meet the challenges of today’s market, dealership leaders must be properly equipped. Although some believe it is, training is not a four-letter word and should be part of every dealership’s growth strategy.
- How succession plans work for you.: Our operations are more sophisticated, run better and more efficient than ever. However, we are one of the few industries who have failed to embrace succession planning and creating viable paths for our dealer organizations to continue beyond us. Succession planning is not only necessary, it’s vital to the development, growth and longevity of our organization.
- Recruiting and retaining high quality talent. – How to do a better job of attracting the right employee and retaining those we already have.
- Customer Share vs. Market share. – Which is more important, our presence in the market or our depth of brand with customers?
- Aftermarket managers – can parts and service run together? – Can we overcome the conflict between parts and service to run effectively together?
- Time and territory management. – What are best practices for running our territories effectively and efficiently, maximizing our capitalization on available deals?