Sydenstricker Nobbe Partners CEO Ted Briscoe says the ownership groups worked together to identify all the core business processes and each shared how they did it, then they picked the processes that made the most sense, were the most scalable and would be most appropriate for the size of the merged business.

CEO Ted Briscoe shares what it means to him to have SN Partners named Farm Equipment\'s 2021 Dealership of the Year.

When it comes to continuing to grow the dealership group, CEO Ted Briscoe says “breakout opportunities” — or business diversification — is the cheapest way for Sydenstricker Nobbe Partners to grow and will have a greater ROI than say going out and buying a store that’s doing $35 million in revenue. Briscoe explains these “breakout opportunities” as ways to change the slope of the curve outside of SNP’s traditional, core Deere business. Two examples of this would be SNP’s Commercial Application Division (CAD) and its Compact Construction Division.

Sydenstricker Nobbe Partners CEO Ted Briscoe explains why the dealership has moved toward the “specialist” format as a way to elevate the precision knowledge of all the dealership’s staff. The dealership developed a program to run parallel to the mainstreaming process, through which the dealership can have a core group of precision experts with two key focuses: changing the narrative on precision over the next 3-5 years from focusing on pricing to the value the technology brings and consolidating product knowledge via “specialists” in certain categories of equipment.

To help keep a local feel to such a large organization, Sydenstricker Nobbe Partners has divided its 27 locations into 4 divisions — Missouri West, Missouri East, Metro and Illinois. Each division has about 7 stores and does around $150 million in business. Likewise, each division has a general manager and divisional staff who serve as the “face of SNP” in those local communities.