Items Tagged with 'Spader Business Management'

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Case Study: Bringing a Dealership Back from the Brink

In the span of 12 months, this dealership gained 22.5 points of market share and inventory turns went up half a point.
When Scott Weber, senior consultant and managing director with Spader Business Management, is contacted by a struggling dealership he focuses on properly diagnosing the situation before prescribing a solution. “It’s called our 3-D process and the first step is discovery.”
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Special Report

Turning Your Dealership Around

From not managing used equipment inventories to an over extended dealer-principal, industry experts cite areas that can lead to a dealer’s underperformance. Recognize the warning signs, and you can turn things around.
The ag economy is cyclical, as everyone knows, and operating a dealership through the trough period of the cycle isn’t a new challenge. But for the younger generation of dealer management, it’s not a challenge they’ve faced until now.
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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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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.
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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Special Report: Transitioning to the Next Generation of Dealers

Overcoming Skepticism

Prior to coming to Agri-Service, I worked in operations for a very large mortgage banking and real estate company for several years. The founder of Agri-Service, Cleve Buttars, is my father-in-law and we compared notes regularly as his company grew and the company I worked for also grew considerably. We always talked about the opportunity for me to come and work for him. In fact, he recruited me on several occasions and I told him no quite a few times because I was happy with what I was doing.
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