John Deere Performance Groups

Helping Dealers Achieve Optimum Success


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.

Interested in joining a John Deere Performance Group?

Finding the right group is essential to your organization's success. Groups are formed based on size, AOR, product mix, brand, management style, and more. Contact us to learn more about joining a group.

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For over 30 years, the Friend Management System has been improving the performance of agricultural, consumer, and golf equipment dealerships in Canada, the United States, and Australia. The Friend Management System and performance groups are also John Deere’s recommended provider of Leadership Dealer Performance Groups and provide aftermarket and golf distributor, specific leadership groups. The Friend Management System was developed by Doug Friend and purchased by the Western Equipment Dealers Association in 2018.

  • 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.


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

These groups are made up of like-minded, similar size John Deere equipment dealerships and their owners/key managers. The first Dealer Management Group (Leadership 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

Our Aftermarket Management Group program is a powerful management tool that enables parts and service managers to meet, share ideas, learn, and understand parts and 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.
  • Focus is placed on developing objectives geared toward maximizing customer experience and inventory management.
  • Gain insight into how other parts departments operate
  • A forum to develop long term relationships
  • A continuing education process


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


Parts and Service Departments that have participated in an Aftermarket Management Group have enjoyed

  • Increased profitability
  • Improved margins
  • Reduced work order closing times
  • Reduced WIP
  • Improved efficiencies


Doug FriendDoug 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 an 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 HofmannBoyd 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.

Kelly Mathison
Kelly Mathison

Kelly has almost 30 years of experience in the agricultural equipment industry. He started his career as a sales representative during the high-interest crunch of the 1980’s He then spent 10 years in sales and marketing with the distributor and wholesale manufacturer, Flexi Coil, covering Canada, Australia, and the U.S. In 1996 he became a partner in a single store John Deere Dealership in Brandon, Manitoba. Over the next 12 years, it grew from 1 store to 7 when they eventually merged with Enns Brothers in 2008. Over the years, he gained experience as a Sales Manager, Aftermarket Manager, General Manager, and Group Marketing Manager. In 2011, Kelly sold his partnership interest and took a contract as Group Product Support Manager with Chesterfield Australia, one of the country’s largest John Deere Dealer groups.
In 2014, Kelly launched a consulting and training company, Kayzen Management, and in 2015 joined Western Equipment Dealers Association’s Dealer Institute as a consultant and trainer. Kelly brings his unique, real-life experience and time tested best practice solutions to a wide scope of dealership issues. His philosophy of “continuous improvement” can be applied over all dealership departments.

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