Keynote Speaker Ryan Jenkins
Ryan has been speaking professionally as a Millennial and Generation Z keynote speaker for over seven years for hundreds of clients such as SunTrust, Salesforce.com, and Johnson & Johnson. His top-ranked generational insights have been featured in Forbes, Fast Company, Inc., and SUCCESS Magazine.
His internationally recognized blog, podcast, and Inc.com column inspire and equip thousands of people every week. Ryan’s passion, experience as a Millennial himself, and his fresh and forward-thinking approach to generations have made him one of the most highly sought after generational and future of work keynote speakers.
The Digitization of Agriculture; Obstacles and Opportunities – Integrated solutions – Devin Dubois
- 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, deeper customer satisfaction, and better understanding of customer operations)? Your objective needs to be clear in order to craft the right plan for your dealership, and in order to effectively measure your success.
- 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?