Dealership Minds Series

Dealership Minds Series

Founded: Elder Implement in 1949, became a John Deere dealer in 1980; Farmers Implement in 1936

Current Partners: Tom Poeltler, Chuck Poeltler, Ron Farrier, Carl Wulf, Chad Reed

Locations: 8 in Iowa, sites include Muscatine, Mediapolis, Durant, Houghton, Winfield, Washington, Fairfield and Ottumwa

Lines Carries: John Deere, Brent, Unverferth, J&M, Westfield, Stihl, Land Pride, Hardi, Frontier, Honda, John Deere Sprayers

2011 Annual Sales: $100 million (estimated)

Employees: 156

From The Pages Of Farm Equipment

+A day-in-the-life exploration of the newly merged Precision Equipment 
+ What Keeps the Precision Equipment Team Up at Night?

CEO: Randy Amosson
Deliberate Moves to Grow a Dealer Group
+ Tracking Competitive Sales: The 'Chasing the Rainbow' Program
Benefits of Becoming an 8 Store Dealer Network vs 5 Store Dealership
Merger's Impact on Market Share and Absorption
Merging Two Dealership Cultures: Employees & Ownership
Stepping Back: Next Step in Precision Equipment's Growth Strategy
The Next Strategic Plan

Parts Analyst: Curt Moeller
'By the Numbers' Parts Inventory Planning
+ In the Customer's Mind, Bigger Should be Better
+ A Passion for Toys Brings Sales
Hitting that Happy Medium
Supporting the Shortlines
What Looks Good on Paper vs. Good Business

CFO: Dave Dahms
Planning: A Competitive Advantage
+ Advice for the Merger Marriage
+ Good Days, Bad Days
+ CFO Role More Critical in Today's Dealerships
Keys to a Financially Sound Business
Measuring Your CFO
Receiving the Major Line's Approval
Understanding Cash Flows and the Impact on the Business

VP Marketing: Matt Poeltler
Customer Trust: What It's All About
Big Benefits to Separating Administrative Offices from Dealership Facilities
 Branding Together Two Different Dealership Cultures
Changing the Product Mix in a Consumer Store
 Effective Marketing Comes From Listening Well
Selling Equipment to 'Super Big' Farming Operations
Tackling Customer Expectations with New Operations

Chairman: Ron Farrier
Working Together to Form a Dream Team
+ Rationalizing Shortlines
Dealers Can't Afford to 'Stay Small'
Keeping Tight-Lipped Until Ready, Then Communicating News to Company
Opportunity of Lifetime Found in an Unexpected Place
Why Growth is Good for All

Location Manager: Kevin Bland
The Measure of a Successful Store
Focus On Customers
Learning From Other Managers
Measured For Success
Transitioning To Store Manager

Human Resources: Angela Huthmacher
+HR: The Employee's Advocate During Growth-Mode

Service Manager: Alan Byerly
Communication & Respect Key to Effective Service Department
Building Solid Service Relationships with Customers
Combine Clinics Pay Big Dividends
Critical Keys to Managing Effective Shop Technicians
+ Earning Respect is Essential in Building Service Technician Relationships
Planter Clinics Stress the Basics

Location Manager: Chad Reed
Mentoring with Passion: Helping Others 'Live the Dream'
+ Equipment Dealerships Are Complex Business Models
+ Precision Equipment's 'Secret Ingredient:' People with Passion
Educating the Sales Staff and the Multi-Store Sales Advantage
Selling and Communicating with Customers
Selling Smaller Equipment and Keeping Inventory in Line with Commodity Prices

VP Operations: Pat McCrabb
Putting 'Problem Solvers' in Place
+ Used Equipment Strategy: Salesman is the 'Buyer's
+ Rationalizing Shortlines
Employee Input Improves Parts Program
Finding the Right People for Growth
How to Tell Staff and Customers the Big News

Location Manager: Jeremy Marston
+Location Manager Role Requires Firefighting Skills
+ Contributing as an AMS Specialist
Developing a Used Equipment Strategy
Getting Into a Routine
Keys To Managing People
Long Term Planning as a Store Manager
+ Monitoring Business Operations with Equip
Taking a Look at Key Metrics

Project Coordinator: Michelle Becker
+Supporting the Team with Energy and Enthusiasm
+ Tackling the 'Dealership Minds' Projects

** EXCLUSIVELY ONLINE from this issue **