Issue link: https://read.dmtmag.com/i/730410
JOHN SPADER PRESIDENT, SPADER BUSINESS MANAGEMENT Born and raised in South Dakota, John serves as presi- dent of Spader Business Management. John is one of the primary instructors of the popular Total Management Workshop offered by his company and also presents various other workshops and seminars related to business management. He is the author of articles that have appeared in many industry journals. John has spoken for groups including the Recreation Vehicle Dealers Association of America, Marine Retailers Association of America, North American Equipment Deal- ers Association, Outdoor Power Equipment Institute and more. He has worked closely with individual businesses in a variety of industries located in several countries around the world as a small business management resource pro- vider and Spader 20 Group facilitator. He has also consulted and worked with asso- ciations and manufacturers, always with the focus on the privately-owned business whose owners' savings are on the line. Spader Business Management is head- quartered in Sioux Falls, S.D. John is presenting at the Powersports DEALER Seminars @ AIMExpo for the second time. TIM WOODSOME Over the past decade, the for- mer Cruisin' 66 Motorcycles dealership owner went from being a top 25 unit sales dealer for an OEM to hav- ing to close the shop. Tim co-owned the dealership in Sprinfield, Mo., with his wife Nan. They car- ried several OEMs over the years and had as many as 15 employees. Tim will emphasize the importance of recognizing market trends, so you don't end up in the same situation. PSB www.PowersportsBusiness.com NEWS Powersports Business • October 3, 2016 • 17 SPEAKERS CONTINUED FROM PAGE 15 "analysis paralysis;" how does any of this benefit your customers. We will identify the hard truths of running a very efficient and profitable service shop while still increasing customer satisfaction and loyalty. DAVID SPADER THE FOUR SOLUTIONS TO BE THE LEADER YOUR DEALERSHIP NEEDS Knowing your role in business is absolutely critical. As the dealership's owner or general manager, how much time should you spend working "on the business" versus "in the business?" How should your job evolve as your dealership grows or market conditions change? This in-depth session will help you answer these key questions for your individ- ual business and determine what you need to be doing now and in the future to ensure your success and that of your dealership. You'll learn the four types of solutions to address any issue in the dealership; measure yourself against the two outcomes of effec- tive leaders; and assess your dealership's performance in four key areas and learn how to improve in each. (RE)BUILDING CULTURE: CREATING AN ENVIRONMENT OF HIGH PERFORMANCE A strong culture can add 20-30 percent to the bottom line of most businesses. Yet, while most leaders advocate the importance of culture, they don't really understand how to manage it. This session will provide you with the founda- tion you need to start managing your culture. Topics covered will include: the thre compo- nents of culture; how to measure your dealer- ship's culture (so you can begin managing it); top 10 most common mistakes; three steps of managing by values process; and take-home tools to improve your store's culture. JOHN SPADER DRIVING PROFITABILITY IN YOUR SERVICE DEPARTMENT This session will cover key factors in managing the profitability of your service department. It will include a handout packet with information and a set of key ratios to analyze your own ser- vice department. Key learning points include: how to set my labor rate; baseline efficiency measurement; ratios for personnel and other expenses; variables to manage for increased service efficiency; how to increase service prof- itability; and how to set annual and monthly goals for the service department as well as indi- vidual technicians. TIM WOODSOME THE DEALERSHIP I OWNED JUST WENT OUT OF BUSINESS, AND HERE'S WHY Former Missouri dealership owner Tim Woodsome will discuss the factors that affect the traditional dealership business model, wherein entrepreneurs with a pas- sion for product, like motorcycle dealers, who tend to be enthusiasts of the sport themselves, are being replaced by corpo- rate models that are unit and shareholder driven. Attendees will receive a checklist of the evaluations that need to be done in their business and the knowledge of where to start on the list. Ignoring market trends can ruin your business and destroy your ability to recover. It happened to Tim, and he's offering his insights, so it won't happen to you. PSB SCHEDULE CONTINUED FROM PAGE 16