Dr. Jim Weber

Dr. Jim Weber

Dr. Jim Weber is the author of Farm Equipment’s regular standing column, “The Business of Selling,” which debuted in Farm Equipment in October of 2010. He has been a management consultant to the agricultural, construction and outdoor power equipment industries for more than 35 years, and has trained more than 2,000 dealers throughout the U.S., Canada, England, France, South Africa, Australia and New Zealand. Along with training and speaking, Dr. Weber has provided on-site consultation to over 300 dealers of all brands, ranging from $2.5 million to $1 billion.

ARTICLES

Business of Selling: Looking Back & Going Forward

While last month’s column focused on some of the ups and downs that afflicted the agricultural equipment industry over the past 40 years, this column will take a look at what one can expect over the next several years. But first, it should be apparent after reading the previous column, that one of the primary drivers for the demise of manufacturers during the aforementioned time period was their feckless hiring of top management that were either devoid of pertinent and relevant experience, or their background was from the financial side of the business. Concerning the latter, when that is the case, management will generally save themselves into bankruptcy rather than marketing themselves into prosperity.
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Business of Selling: Looking Back & Going Forward

While last month’s column focused on some of the ups and downs that afflicted the agricultural equipment industry over the past 40 years, this column will take a look at what one can expect over the next several years. But first, it should be apparent after reading the previous column, that one of the primary drivers for the demise of manufacturers during the aforementioned time period was their feckless hiring of top management that were either devoid of pertinent and relevant experience, or their background was from the financial side of the business. Concerning the latter, when that is the case, management will generally save themselves into bankruptcy rather than marketing themselves into prosperity.
Read More

Business of Selling: Looking Back and …

Nearly 40 years ago, I was hired by a consulting firm whose major client was International Harvester, the once venerable leader in agricultural equipment sales. This consulting firm had designed the XL program for IH that recognized and rewarded their dealer organization for implementing a series of sensible, yet stringent, operational and financial standards. The same firm conceived and implemented a training program for the IH dealer organization that was then perceived as cutting edge.


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Business of Selling: Looking Back and …

Nearly 40 years ago, I was hired by a consulting firm whose major client was International Harvester, the once venerable leader in agricultural equipment sales. This consulting firm had designed the XL program for IH that recognized and rewarded their dealer organization for implementing a series of sensible, yet stringent, operational and financial standards.
Read More

Business of Selling: Call Reluctance and Slumping Sales

After a succession of years where equipment sales continued to increase, not because of dealership marketing efforts or sales force contacts, but rather because of increasing commodity prices and end-user ebullience, many dealership sales forces now find themselves in a sales funk. Regular updates by Farm Equipment continue to provide evidence of declining sales — actual and forecasted — as quarterly results are released by leading manufacturers.


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Business of Selling: Ensuring Territorial Coverage

Two of the most important responsibilities of an equipment salesperson are to maintain relationships with existing customers while simultaneously securing new customers. One of the primary responsibilities of the dealer/sales manager, therefore, is to see that those responsibilities are done efficiently and effectively.
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Business of Selling: Ensuring Territorial Coverage

Two of the most important responsibilities of an equipment salesperson are to maintain relationships with existing customers while simultaneously securing new customers. One of the primary responsibilities of the dealer/sales manager, therefore, is to see that those responsibilities are done efficiently and effectively. One way of accomplishing this is to establish meaningful territories for each salesperson and to periodically review how each salesperson is performing within that territory.
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Business of Selling

Leading from the Front

While previous articles have addressed dominating a market, initiating a strategy and executing with speed, all using the precepts of Sun Tzu’s “The Art of War,” this column will use the same source to identify the leadership attributes necessary to win a protracted war of attrition.


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