Best Practices

Special Report: After the Ink Dries

Getting a Do-Over: What Dealers Would Do Differently After an Acquisition

Many dealers who have managed to successfully integrate an acquired dealership into their businesses have found some facet of process they would like to do over, given the opportunity. Here are some of do-overs shared in the Farm Equipment survey on strategies to integrate one dealership culture into another after an acquisition.
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Special Report: After the Ink Dries

Every Acquisition is a ‘Big’ Deal

Dealers may want to downplay the significance of buying another dealership, but each acquisition is meaningful for the customers and employees who are involved.
As a farm equipment dealer, Zach Hetterick has had no direct involvement with acquiring another dealer. But from his unique perspective while he was a service manager, product manager and territory sales manager for Case IH, he has plenty of experience observing how acquisitions were handled.
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Les olsen
Special Report: After the Ink Dries

Focusing on People & Performance Creates a Collaborative Culture

After more than a decade of rapid expansion, North Dakota-based Plains Ag has developed a successful — but still evolving — post-acquisition game plan rooted in honesty, tradition and productivity.
After more than a decade of rapid expansion, North Dakota-based Plains Ag has developed a successful — but still evolving — post-acquisition game plan rooted in honesty, tradition and productivity.
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Special Report: After the Ink Dries

After the Ink Dries: Dealer Takeaways

Because dealers have had a wide variety of experiences when it comes to handling matters following the acquisition of another dealership, there was little if any clear-cut consensus on one “best” approach to some of the biggest and most critical issues involved.
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Brain Carpenter
Special Report: After the Ink Dries

Plan Early, But Have Patience

While Champlain Valley Equipment doesn’t have a script for acquiring another dealership, planning early and addressing challenges as they appear has led to six smooth dealership transitions for the company.
While Champlain Valley Equipment doesn’t have a script for acquiring another dealership, planning early and addressing challenges as they appear has led to six smooth dealership transitions for the company.
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Brian Taschuk
Special Report: After the Ink Dries

Cultural Integration: Embrace Change From the Get Go

Agriterra Equipment is an ever-growing dealership group that stresses open communication in the days following an acquisition.
Agriterra Equipment, an 8-store AGCO dealer in Alberta, was born out of an acquisition in 2013. Brian Taschuk started the dealership by acquiring Selmac Equipment, which was a 3-store operation. Since that initial acquisition, Taschuk has acquired another dealership every 6 months. Today, the dealership has grown to 8 stores. “We’re on a constant integration journey every month,” he says.
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Acquisition Journal
Special Report: After the Ink Dries

One Dealership’s ‘Acquisition Journal’

New manager Davin Peterson recalls the first few months following an acquisition — in which he was getting to know both parties.
Davin Peterson joined California-based Kern Machinery Inc. (KMI) in April 2015 in advance of the acquisition of Hollingsworth Inc., a 3-store John Deere dealer group with stores in Ontario and Burns, Ore., and Weiser, Idaho, that would be renamed Camp Equipment.
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Special Report: After the Ink Dries

Assimilating an Acquired Dealership: Issues & Missteps

Buying another dealership is the easy part. Integrating it into the overall organization is the bigger challenge.
When it comes to either buying or selling a dealership, when the deal is done, the parties on the different sides of the table say they all face the same set of challenges. How the issues are prioritized may differ if you’re the buyer or seller, but the concerns remain the same.
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