Truck Parts and Service | Heavy Duty Trucking, Aftermarket, Service Info
Issue link: http://read.dmtmag.com/i/870284
24 Sales & Marketing Opportunities and Threats) analysis and then the actual results are captured in what we call a Scorecard, which is reviewed monthly by the store managers with their regional operations manag- ers. I then review all the individual store scorecards with the regional managers every two months." Strategic objectives are based on the best information you have at the time and your most realistic assessments of what your company can achieve. Emphasizing those objectives and making it part of achieving the mission is a responsibility of everyone. "We have a monthly department meeting. This hap- pens once a month, after hours, so that we have the full attention of everyone," says Ac- tion Truck Parts Vice President Nick Seidel. "We go over things that are coming up the next month. Whether it is a sale, promotion, event, or anything else that would need to have the focus and dedication of the group. We include everyone from drivers to management in this meeting. It puts everyone on the same page going into the next month." But, strategies can change. For example, if an aftermarket distributor plans to grow its belt sales business by 20 percent during a specifi c year, only for a large competitor to open a superstore down the road, it's likely the distributor will need to redefi ne its objectives and evaluate progress in terms of preserving market share. The process of strategic planning can be as important to a company as the results. It can be a valuable process when it includes employees in all departments and at all levels of responsibility thinking about how their activities and respon- sibilities fi t into the larger picture, and about their potential contributions. "We drive it home," Seidel says. "We strive to provide the best customer service in the Chicagoland area. My managers are tasked with providing our customers with anything they might ask for. If we don't have it, we will get it for them. Like any supplier in any industry, we do not want our customers to go any- where else for their products. A constant reminder of that from management, makes sure all our people know what we are trying to accomplish." Seidel says that meetings and con- stant reminders are the norm, but pre- senting promotions that can be easily tracked and followed with reports are also important. "Each month we have sales promotions," he says. "We track each individual's sales on that cer- tain product or vendor. It is also an in- centive and competition between counter sales, outside sales and each individual branch. It is monitored each Monday of the month with progress reports sent out Monday afternoon." Keeping track of those results is an essential element of a strong strategic plan. Measurable goals set specifi c, concrete objectives expressed in terms of quantities and timelines. Measurable goals are important to any distribu- tor because they enable managers and employees to evaluate progress and pace developments. To grow substantially during the next few years is not a measurable goal, but To increase sales by 30 percent during the upcoming year provides a concrete objective to be achieved in a specifi c time frame. "When you have that outline of what needs to be done, when it needs to be done and what the end result is, everyone is on the same page," Hill says. Ritter says the best strategic plans are measured and monitored routinely and the results are clearly defi ned. "When there's no questions left — it's black or white — we met all goals or we didn't, it's easy to see why the results ended up as they did," says Ritter. "A leading cause of business failure is not having any type of strategic plan. "If a business has little idea where it is headed, it will wander without priorities, changing constantly, and with employees confused about the purpose of their jobs. This is why corporate strategic plan- ning is critical to business success, even if the planning process takes time and resources." That is true in the aftermarket seg- ment where changes happen often and the competition is always ready to pounce. "If you have a good, solid plan and everyone works within that plan," Siegel says, "you can see the results at the end. If everyone is doing what they are supposed to do, you can achieve your goals." T R U C K P A R T S & S E R V I C E | S e p t e m b e r 2 0 1 7 Aftermarket distributors often fi nd strategic business plans are essential to outlining the responsibilities and goals for each employee within the company. If a business has little idea where it is headed, it will wander without priorities, changing constantly, and with employees confused about the purpose of their jobs. – Laura Ritter, adjunct faculty member at Union University