JOHN DEERE PERFORMANCE GROUP

Helping dealers achieve optimum success

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Program

  • A “Performance ” Peer Group Program
  • All groups operate like a Board of Advisors providing advice, direction and guidance to each other.
  • Specific focus is directed toward learning about each member’s best practices and achieving better performance in all areas of dealership operations through idea exchange and goal-setting.

Groups

Leadership Team Groups

  • Made up of like-minded, similar size equipment dealerships and their owners/key managers.

Aftermarket “Sub Groups”

  • Made up of Aftermarket Management Teams from the Main Leadership Team Groups
  • Could be only Service or, Parts and Service

Sales Management “Sub Groups”

  • Made up of Sales Managers from the Leadership Team Groups

Individual Dealer Program

  • Made up of Managers – Branch, Parts, Service, Sales of 1 Dealer Organization
  • Benchmarking…90+ Benchmarks Provides a Financial “Road Map” to help Managers make Decisions
  • Provide the Discipline and Structure to achieve improved results

Mission

The mission of the Dealer Performance Group (DPG) is to accelerate the professional development of the members through peer to peer learning and accountability, leading to improved dealer performance.

Dealer Management Group

These groups are made up of like-minded, similar size John Deere equipment dealerships and their owners/key managers.

The first Dealer Management Group was established in 1989. Currently the owner-groups involved represent over 300 locations throughout North America and Australia with total combined sales that exceeded $6.5 Billion in 2012.

 

What are they

  • 5 to 6 Dealer Organizations…3 to 5 principal/key manager participants from each dealership – CEO/GM, CFO, Corp. Sales Mgr.(s), Corp. Parts, Corp. Service
  • Operate like a Board of Directors providing policy direction, guidance and accountability
  • Focus on discovering solutions and achieving better performance in all areas of dealership operations through idea exchange and goal-setting
  • Friend Management provides data, comparisons and benchmarks© that motivate participating dealers to strive for and achieve improved performance
  • A forum to develop long term relationships
  • A continuing education process that develops leadership and management skills

Service Management Group

Our Service Management Group program is a powerful management tool that enables service managers to meet, share ideas, learn and understand service as it relates to financial performance and increased profitability.

 

What are they

  • Each Service Management group consists of service managers, aftermarket managers and general managers from the Dealership Management Groups.
  • A forum to develop long term relationships
  • A continuing education process

Benefits

  • Service and Aftermarket managers become motivated and take ownership of their financial responsibilities
  • Managers develop a mind set that is both goal and action-oriented
  • Gain insight into how other service departments operate, allowing them to expand the vision and potential of their own operations
  • Friend Management provides data, comparisons and benchmarks© that motivate service managers to strive for and achieve greater results

Successes

  • Service Departments that have participated in a Service Management Group have enjoyed
  • Increased profitability
  • Improved margins
  • Reduced work order closing times
  • Reduced WIP
  • Improved efficiencies

Parts Management Group

Our Parts Management Group program is another dynamic management tool that brings together parts managers to meet, share ideas, learn and understand parts department financial performance.

 

What are they

  • Parts Management Groups consist of parts managers, aftermarket managers and general managers from the Dealership Management Groups.
  • Focus is placed on developing objectives geared toward maximizing customer experience and inventory management.
  • Gain insight into how other parts departments operate

Benefits

  • Parts and Aftermarket managers become motivated and take ownership of their financial responsibilities
  • Managers develop a goal and action oriented mind set
  • Members engage in facility tours of other member dealerships giving participants valuable insight into how other parts departments operate
  • Friend Management provides data, comparisons and key indicators that allows parts managers to strive for and achieve greater results

Performance Group Facilitators

 

Doug Friend

Doug Friend is the owner of Friend Management Inc., a Canadian-based management consulting firm. As a strategic partner to leading agricultural, consumer, commercial and golf equipment dealerships across Canada, United States and Australia, Friend Management Inc., has in-depth understanding of the business and organizational processes that are required for John Deere equipment dealerships.

 

 

Western Sales
John Deere agricultural equipment dealership, Rosetown, Sask; grew the dealership to be the largest JD Dealership in Canada.

NAFTA Trade Consultants Inc.
A Canadian based International Professional Services firm that provided access to private and public decision makers worldwide in the areas of trade and investment, international marketing and government relations.

Okanagan Tractor & Equipment Ltd.
John Deere agricultural equipment dealership, Kelowna, BC.

Greenline Golf & Turf
John Deere golf course equipment dealership, Chilliwack, BC.


Boyd Hofmann

Born and raised on a family farm in central Saskatchewan, I started out in the John Deere business in 1995, as a Sales Manager for the Deere dealer in Unity, Saskatchewan. In the fall of 1996, I became an owner of the dealership and renamed it Green Acres Equipment. I took on the General Manager role at that time as well. In 2002, we acquired the John Deere dealership in North Battleford which was about an hour away.  In 2003, we acquired a two-store Deere dealership in my home town of Humboldt, with the second location in Kelvington, Saskatchewan. Those first years of ownership were very trying times as the industry went from highs to a three-year period of too much used equipment. The positive was that lots of lessons were learned and I believe this helped prepare us better for the future. With John Deere’s Dealers of Tomorrow strategy being communicated in the mid 2000s, it became clear that we needed to expand to continue to meet the needs of our customers in the future. So, in 2009, our four stores formed a new dealership with our neighboring John Deere dealer to the south of us and we became known as JayDee AgTech. We were now a nine-store dealer group with my role changing to VP/General Sales Manager. In 2014, our group sold out to the Pattison Group.  I continued to work for their company during the transition of ownership, prior to retiring in April 2016.

My wife Gail and I have 3 children, Brennae, Jaden and Rheanne. Our family is very involved in sports, as well as enjoying camping and water activities in the summer. I still actively farm with my brothers in the Humboldt area.