All Posts

Not long ago, a major equipment manufacturer announced it was redrawing its sales territories. More reps. Smaller regions. Fewer dealers per territory. The stated goal, right there in the announcement, was to strengthen communication with the dealer network and improve dealer satisfaction. It's a good move. I mean that. Putting more people closer to the dealers is almost always better than the alternative. But read the announcement again and you notice something. Every action

You walk the board on Monday morning. Units are okay. The activity looks fine — the CRM is full, everyone's busy, the calendar is packed with demos and follow-ups and manufacturer webinars. But the margin line is soft. The same two deals have been "almost closed" for three weeks. And if you're honest, you can't actually tell who on your team is working the right things and who's just working. That feeling — that your team is busy but you're not sure it's productive — is the o

Walk into almost any equipment dealership and ask a salesperson to describe their job. You'll get a list — a long one. Keep the CRM clean. Stage the showroom. Run demos. Chase down satisfaction surveys. Return calls. Learn the product. Sit through training. Quote. Prospect. Process paperwork. Follow up. It adds up to about twenty things, easily. Here's the problem. Most salespeople treat all twenty as if they carry equal weight. They don't. Not even close. After twenty years

A buyer walks into your showroom. You don't know it yet, but they spent an hour with ChatGPT this morning. They know what your machine costs in three states. They know what your closest competitor's machine costs. They know which features matter for their use case and which ones are marketing fluff. They've read three forum threads about your most common warranty complaints. High angle view of a modern equipment dealership showcasing various machinery Your salesperson opens w