They may manage their three dealerships “by the numbers” to achieve a profitable bottom line, yet Janson Equipment also puts their customers’ “boots on” to give the business a personal touch that breeds customer loyalty. In their own words, here’s a departmental list of goals and responsibilities that sets this dealership apart.
Sales Department
-
We provide monthly customer call lists that our salesmen are expected to complete. On average, they manage to make 85% of the calls when things are really busy and about 98% when they’re not.
-
Our salesmen are required to be present for the delivery of all equipment when it goes to the field the first time to ensure 100% customer satisfaction with their purchase.
-
Our goal is to achieve a market share at or above our manufacturer’s pre-determined goal.
-
We believe our inventory turn is more important than gross margins. We keep our gross margins low enough to turn our new 3 times and our used 4 times per year to give us healthy cash flow.
-
We take great pride in refurbishing our used equipment so customers are not disappointed the first time they go to the field.
Parts Department
-
Parts counter fill is monitored daily and recorded monthly with the goal of having on hand 90% of the parts a customer asks for. We spend a lot of excess capital to achieve this goal for customer satisfaction.
-
In conjunction with parts counter fill, we like to buy 75% of parts in what we term as stock order efficiency and 25% as emergency. This allows customers to purchase parts without excessive freight charges.
-
We are proactive in ordering new model parts so they are readily available when the need arises on a new model equipment repair. It also helps us achieve our counter fill goals.
-
We aim for a three times inventory turn to provide the dealership with adequate cash flow.
Service Department
-
Customer satisfaction surveys are conducted on almost every work order completed in our service shops. It consists of five simple questions on a self-addressed stamped postcard. We achieve a great response rate, which either compliments our service staff or exposes any dissatisfaction from customers about quality and price. We strive for 100% satisfaction and find most problems stem from poor communication.
-
A large service schedule board in each service manager’s office allows everyone to see what’s being done and what needs to be done. This helps our staff help the service managers keep appointments, plan ahead and consolidate jobs in certain areas to save customers costly travel time. This really promotes timely and prompt repairs.
Accounting Department
- You can do everything right in sales, parts and service, but it’s just as important that our accounting department diligently prepares, corrects and approves all customer documents to ensure accurate and descriptive invoicing.
Click on the links below to read the other articles from the July/August 2011 issue.
To The Point:
Vision is the Game-Changer for Tomorrow's Dealer
JayDee AgTech, Swift Current, Saskatchewan
Category: Over $50 Million in Annual Revenue
Janson Equipment Co., Reese, Michigan
Category: Under $50 Million in Annual Revenue
EXCLUSIVELY ONLINE:
Geographically Distant Stores Reduce Weather Risks
Creating a Culture That Attracts, Retains Employees
Hutterite Colonies Can Be Valuable Farm Equipment Customers
Dealership of the Year Video Series The 12-part 2011 Farm Equipment Dealership of the Year video series is sponsored by IRON Solutions, the largest online marketplace and most trusted source for finding new and used agricultural, industrial and outdoor power equipment.
For more information about IRON Solutions click the logo to the right.
Janson Equipment Company
Part 1: Addressing Competition
Part 2: Managing Obsolete Inventory
Part 5: Changing to a Multi-Store Company
Part 6: Managing by the Balance Sheet
JayDee AgTech
Part 3: Regional Diversification
The 12-part 2011 Farm Equipment Dealership of the Year video series is sponsored by IRON Solutions, the largest online marketplace and most trusted source for finding new and used agricultural, industrial and outdoor power equipment.
Cutting a Wide Swath to Improve Forage Quality
What’s the Next Big Trend in Haying?
HayExpo 2011 In Review (Part 1):
Market Trends Improving; Tedding on the Comeback Trail
HayExpo 2011 In Review (Part 2):
Farmers Are Re-learning the Art of Tedding
They may manage their three dealerships “by the numbers” to achieve a profitable bottom line, yet Janson Equipment also puts their customers’ “boots on” to give the business a personal touch that breeds customer loyalty. In their own words, here’s a departmental list of goals and responsibilities that sets this dealership apart.
Sales Department
-
We provide monthly customer call lists that our salesmen are expected to complete. On average, they manage to make 85% of the calls when things are really busy and about 98% when they’re not.
-
Our salesmen are required to be present for the delivery of all equipment when it goes to the field the first time to ensure 100% customer satisfaction with their purchase.
-
Our goal is to achieve a market share at or above our manufacturer’s pre-determined goal.
-
We believe our inventory turn is more important than gross margins. We keep our gross margins low enough to turn our new 3 times and our used 4 times per year to give us healthy cash flow.
-
We take great pride in refurbishing our used equipment so customers are not disappointed the first time they go to the field.
Parts Department
-
Parts counter fill is monitored daily and recorded monthly with the goal of having on hand 90% of the parts a customer asks for. We spend a lot of excess capital to achieve this goal for customer satisfaction.
-
In conjunction with parts counter fill, we like to buy 75% of parts in what we term as stock order efficiency and 25% as emergency. This allows customers to purchase parts without excessive freight charges.
-
We are proactive in ordering new model parts so they are readily available when the need arises on a new model equipment repair. It also helps us achieve our counter fill goals.
-
We aim for a three times inventory turn to provide the dealership with adequate cash flow.
Service Department
-
Customer satisfaction surveys are conducted on almost every work order completed in our service shops. It consists of five simple questions on a self-addressed stamped postcard. We achieve a great response rate, which either compliments our service staff or exposes any dissatisfaction from customers about quality and price. We strive for 100% satisfaction and find most problems stem from poor communication.
-
A large service schedule board in each service manager’s office allows everyone to see what’s being done and what needs to be done. This helps our staff help the service managers keep appointments, plan ahead and consolidate jobs in certain areas to save customers costly travel time. This really promotes timely and prompt repairs.
Accounting Department
- You can do everything right in sales, parts and service, but it’s just as important that our accounting department diligently prepares, corrects and approves all customer documents to ensure accurate and descriptive invoicing.
Click on the links below to read the other articles from the July/August 2011 issue.
To The Point:
Vision is the Game-Changer for Tomorrow's Dealer
JayDee AgTech, Swift Current, Saskatchewan
Category: Over $50 Million in Annual Revenue
Janson Equipment Co., Reese, Michigan
Category: Under $50 Million in Annual Revenue
EXCLUSIVELY ONLINE:
Geographically Distant Stores Reduce Weather Risks
Creating a Culture That Attracts, Retains Employees
Hutterite Colonies Can Be Valuable Farm Equipment Customers
Dealership of the Year Video Series The 12-part 2011 Farm Equipment Dealership of the Year video series is sponsored by IRON Solutions, the largest online marketplace and most trusted source for finding new and used agricultural, industrial and outdoor power equipment.
For more information about IRON Solutions click the logo to the right.
Janson Equipment Company
Part 1: Addressing Competition
Part 2: Managing Obsolete Inventory
Part 5: Changing to a Multi-Store Company
Part 6: Managing by the Balance Sheet
JayDee AgTech
Part 3: Regional Diversification
The 12-part 2011 Farm Equipment Dealership of the Year video series is sponsored by IRON Solutions, the largest online marketplace and most trusted source for finding new and used agricultural, industrial and outdoor power equipment.
Cutting a Wide Swath to Improve Forage Quality
What’s the Next Big Trend in Haying?
HayExpo 2011 In Review (Part 1):
Market Trends Improving; Tedding on the Comeback Trail
HayExpo 2011 In Review (Part 2):
Farmers Are Re-learning the Art of Tedding
They may manage their three dealerships “by the numbers” to achieve a profitable bottom line, yet Janson Equipment also puts their customers’ “boots on” to give the business a personal touch that breeds customer loyalty. In their own words, here’s a departmental list of goals and responsibilities that sets this dealership apart.
Sales Department
-
We provide monthly customer call lists that our salesmen are expected to complete. On average, they manage to make 85% of the calls when things are really busy and about 98% when they’re not.
-
Our salesmen are required to be present for the delivery of all equipment when it goes to the field the first time to ensure 100% customer satisfaction with their purchase.
-
Our goal is to achieve a market share at or above our manufacturer’s pre-determined goal.
-
We believe our inventory turn is more important than gross margins. We keep our gross margins low enough to turn our new 3 times and our used 4 times per year to give us healthy cash flow.
-
We take great pride in refurbishing our used equipment so customers are not disappointed the first time they go to the field.
Parts Department
-
Parts counter fill is monitored daily and recorded monthly with the goal of having on hand 90% of the parts a customer asks for. We spend a lot of excess capital to achieve this goal for customer satisfaction.
-
In conjunction with parts counter fill, we like to buy 75% of parts in what we term as stock order efficiency and 25% as emergency. This allows customers to purchase parts without excessive freight charges.
-
We are proactive in ordering new model parts so they are readily available when the need arises on a new model equipment repair. It also helps us achieve our counter fill goals.
-
We aim for a three times inventory turn to provide the dealership with adequate cash flow.
Service Department
-
Customer satisfaction surveys are conducted on almost every work order completed in our service shops. It consists of five simple questions on a self-addressed stamped postcard. We achieve a great response rate, which either compliments our service staff or exposes any dissatisfaction from customers about quality and price. We strive for 100% satisfaction and find most problems stem from poor communication.
-
A large service schedule board in each service manager’s office allows everyone to see what’s being done and what needs to be done. This helps our staff help the service managers keep appointments, plan ahead and consolidate jobs in certain areas to save customers costly travel time. This really promotes timely and prompt repairs.
Accounting Department
- You can do everything right in sales, parts and service, but it’s just as important that our accounting department diligently prepares, corrects and approves all customer documents to ensure accurate and descriptive invoicing.
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