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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.
By Jack Zemlicka posted on June 11, 2016 | Posted in Best Practices, Dealer Succession
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

June 11, 2016 | Posted in Best Practices, Dealer Succession
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.
By Jaime Elftman posted on June 11, 2016 | Posted in Best Practices, Department Management
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.
By Kim Schmidt posted on June 11, 2016 | Posted in Best Practices, Dealer Succession
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.
By Mike Lessiter posted on June 11, 2016 | Posted in Best Practices, Operations & Finance
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.
By Dave Kanicki posted on June 11, 2016 | Posted in Best Practices, Operations & Finance, Department Management, Dealer Succession
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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Consultants
Special Report: After the Ink Dries

Consultants Offer ‘Post-Deal’ Insights

Professional management advisors share top tips on how to integrate store cultures, operations and systems on ‘Day 1’ of an acquisition.
By Mike Lessiter posted on June 11, 2016 | Posted in Best Practices, Department Management
You know that you’ve got a complex subject when a canvassing of experts stirs up an array of answers to identical questions, even from professionals in the same organization.
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Dealer Acquisition
Special Report: After the Ink Dries

After the Ink Dries: The First 100 Days Post-Acquisition

Dealers and consultants share their lessons learned on best practices for integrating your company culture into a newly acquired store.
June 11, 2016 | Posted in Best Practices, Dealer Succession
One could argue that nearly every dealer in North America will be on one side or the other of an acquisition in the years ahead. This report focuses on the first 100 days of integrating a new store into another dealership group following an acquisition, and what it take to successfully meld one organization’s culture into another with a minimum or no loss of performance.
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Wider World of Business

Great Salespeople Are Born, but Great Sales Forces Are Made

June 6, 2016 | Posted in Best Practices
Source: Harvard Business Review
In sales, where charisma and extroversion can be advantages, some people attribute success more to inborn personality traits than to skills that can be coached or taught. Yet the fact that companies in the U.S. alone spend more than $20 billion annually (by conservative estimates) to train salespeople on products, selling skills, and territory management, demonstrates the widespread belief that you can help “make” salespeople great.
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Wider World of Business

4 Tips for Building Transparency

May 23, 2016 | Posted in Best Practices, Department Management
Source: Aaron Bell, Fortune
Creating or increasing transparency at a company is often easier said than done, and it becomes increasingly difficult the larger the company gets, writes Aaron Bell for Fortune’s Entrepreneur Insiders online community. He compares transparency to glue — it’s what keeps a company together through the peaks and troughs of business.
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