Features Archives - Material Handling Wholesaler

Steady Hands in Shifting Sands: Maintaining Your Dealership’s Edge

Wed, 20 Aug 2025 05:00:57 +0000

In the September issue, we typically cover the latest developments in finance, rental, and leasing, providing input that dealers can use to modify their systems and procedures, ultimately leading to higher profits and increased cash flow. To accomplish meaningful results, you dig into industry data sources, talk to bankers, and put together comparative data year-to-year, explanations of why results shifted, and if you are lucky, compile estimates about the future 12 months at a minimum. This year, however, it appears that every avenue regarding equipment, interest rates, unit costs, customer requirements, rental activity, technology, new tax bills, and almost everything you look at is in a state of flux, meaning that any short-term analysis is probably going to be tough to work with because assumptions used could change at any time. Let’s start with a brief review of the industry, and then we’ll move on to the more significant changes you will need to address. If you recall, my previous series of articles focused on performance gaps and potential changes a dealer may encounter, which, if left unaddressed, would reduce the value of their investment. However, as I prepared this article, I realized that the five-year timeframe for AI and technology we have been hearing about will soon be upon us, requiring a decision to be made. Short-term decisions require a conservative approach to business planning. Dealers may also want to consider bringing in outsiders to help contemplate their personal technological literacy and access to expertise. This same method should be applied to risk management and prioritizing technology investments. Obtaining input from peer groups and OEMs is also essential. The most significant change will be in the metrics used to compare your statements with those of the standard industry results. For many of you, current metrics will no longer be comparable against your “new “numbers. This was one of the reasons I covered Free Cash Flow in a recent column: to determine how much free cash you have available for growth and technology. This conservative approach will impact both dealers and customers. Consequently, purchases of equipment will be kept to a minimum, with units in use receiving more attention from customers. Interest rates will lead customers to avoid higher-priced units, instead opting for rental or refurbished units that are available for purchase. Taking a conservative approach to the balance sheet is also essential. Clean up the AR, review the parts inventory, and eliminate slow-moving items. The same applies to used units with low time utilization. New unit purchases should be kept to a minimum until we get a better understanding of the market. You may also need capital for new types of inventory. Continue this review with your rental fleets to keep them available when needed. Also consider what units would be refurbished for sale. Squeeze as much capital out of the balance sheet that you can. The income statement line items should also be reviewed to see what can be eliminated and when. After completing these reviews and adjusting, you will have a much better story to take to the bank in support of additional capital needs Now let’s get to the potential change that will change the way you do business and, as a result, change the metrics from what they were to what they are after making both product and technological changes. What is going to change? AI development Technology ROBOTS Believe it or not, you will be in the ROBOT business because manufacturing and warehouse customers are going to demand it. Because China has built the most automated manufacturing empire in human history. Producing products faster and cheaper than anyone thought possible. China installed 276,000 industrial robots in 2023- more than half of all robots deployed worldwide that year. In 2021, more industrial robots were produced than ever before; China also produces 50% of the industrial robots it installs. And now they are starting to build robots themselves. And once they perfect this cycle of robots building better robots, US companies become permanent customers of Chinese factories. US companies are demanding a national robotics strategy. Every single factory or warehouse being built will be more automated than anything the US has ever built. Let’s face it, labor costs make traditional manufacturing uncompetitive. To beat China at this game, we need to out-automate them. Steal the robot jobs from China and use our robots to produce goods and services in the US. What is great about this is that your services and some products are what these manufacturers and distribution companies need to transition to full automation using robots. You sell, rent, maintain, and assist with the construction or rehabilitation process to modify an existing facility. Material Handling dealers should take steps to access robots, technology, and AI expertise to make it available to their customers. At the same time, they should have an arrangement with service providers to refer new customers they encounter. Now you understand, based on the “state of flux” comment I made earlier, as well as my earlier comment about the performance gap. Most dealers will be entering a new business with fewer personnel, lower prices, and fewer inventory units because of the AI/Technology opportunity. I also want to mention that Steve Pierson, CPA, and dealer tax expert, is available if you have questions about the new tax bill. Jim Margner, CPA, is the state and local tax expert who may be impacted by the new tax bill. If enough people are interested, we can set up a podcast to discuss the tax bill in more detail. Please let Dean know if you are interested. His email is dmillius@MHwmag.com. BDO sent me their summary of the tax bill, which I sent to Dean. Let him know if you need a copy. Last comment. Where do you fit into this new business environment? Where does your product fit in going forward? I suspect that there will be a few M&A deals available for dealers who are not willing to make the switch to this new

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The new irreplaceables – six questions only generalists know how to answer in an AI world

Wed, 30 Jul 2025 13:16:37 +0000

Let's start with the argument every aspiring leader loves to have—even if they don't say it out loud:

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Internal email is killing companies. What happens if we just kill it first?

Mon, 21 Jul 2025 15:42:32 +0000

Email is not just killing productivity—it’s killing people’s time, focus, and sanity. Studies show that 50-70% of people check email before they get out of bed. They check it on weekends, and even during vacations. Research from Adobe and Statista found the average employee spends over 3 hours per day on email. That’s 15 hours a week — 750 hours a year doing what? Mostly scanning old, irrelevant threads, deciphering tone, and trying not to miss something important buried in the noise. We do it because we’re afraid. Afraid of being out of the loop. Afraid of missing a thread that spirals into a decision we weren’t part of. Afraid of appearing unresponsive or disconnected. Email can be a safety net at times, but it’s also a shackle. But the real problem isn’t email. It’s how we’ve let it replace real communication. Email helps people hide. It’s a place to delay decisions. To cover your ass with “per my last email.” To CC ten people so no one’s accountable. And when everyone’s defaulting to email, everything slows down. Decisions take days. Misunderstandings pile up. Transparency disappears. Companies like Atos launched a “zero internal email” policy and cut internal email traffic by 60%, saving employees 20 hours a month. Digital agency Klick built its own internal platform to replace email and saw productivity explode—revenue tripled without inbox clutter. But switching from email to Slack, Teams, or another tool doesn’t solve the problem if we treat those tools the same way. You’re not fixing anything by moving your chaos to a new location. The goal isn’t just to change the tool. The goal is to change the behavior. We need communication systems that force: Real-time conversation, not passive deferral Clear documentation that lives where the work lives Fewer silos, more visibility Fewer messages, more meaning So, what could that look like? 1. A marketing team where all project communication happens in a shared workspace. Feedback goes in the design file. No inbox, no guesswork, no “just following up.” Everything is visible, trackable, and discussed live. When someone needs clarity, they hop on a call or drop into a real-time channel. It’s human, fast, and frictionless. 2. Or an HR team where onboarding is handled in a shared portal with embedded guidance, real-time Q&A, and task ownership visible to all stakeholders. No emailing PDFs back and forth. No waiting days for simple approvals. Just aligned people doing aligned work. Email gave us the illusion of control. But clarity doesn’t come from careful threading. It comes from shared context, open dialogue, and purposeful tools. We don’t need to ban email everywhere. But we do need to stop pretending it’s the best way to work. About the Author Trained as a behavioral scientist and customer-centricity expert, Andrea Belk Olson helps companies operationalize corporate strategy through understanding mindsets and behaviors. She is the author of three business books, including her most recent, What To Ask: How To Learn What Customers Need but Don’t Tell You. She is a 4x ADDY award winner and contributing writer to Entrepreneur Magazine, Harvard Business Review, Rotman Magazine, World Economic Forum, and more. Andrea is also an entrepreneurial adjunct instructor at the University of Iowa and TEDx speaker coach. More information is also available on www.pragmadik.com and www.andreabelkolson.com.

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From fulfillment to foresight: How warehouse data is driving the next wave of sales innovation

Sun, 20 Jul 2025 05:00:56 +0000

For years, warehouse operations have been tasked with keeping up, responding to demand, scaling with the season, and getting orders out the door. But that dynamic is shifting. With the rise of AI, automation, and real-time data, warehouses are no longer just fulfilling sales trends — they’re helping to shape them. In today’s data-rich supply chains, distribution centers are emerging as sources of commercial intelligence. From pick velocity and slotting efficiency to inventory aging and inbound constraints, warehouse data is shedding new light on what’s actually possible, profitable, and promotable. It’s no longer just about whether you can fulfill a promotion — it’s about whether the warehouse can help decide which promotions make sense in the first place. From execution engine to sales co-pilot Modern WMS platforms are no longer passive record-keepers. They’re active intelligence hubs, capturing real-time signals about how goods move, where delays occur, and what can be optimized. These insights are becoming increasingly valuable to sales and marketing teams seeking an edge in a competitive environment. Consider picking velocity data. When the warehouse identifies SKUs that move quickly through the system — in and out with minimal touchpoints and labor — those become ideal candidates for sales pushes or bundled deals. Aging inventory in accessible locations might present an opportunity for a flash promotion to clear space ahead of a seasonal shift. Even upstream data, like bottlenecks in inbound receiving due to shipping patterns, can inform timing decisions for major sales events. In short, the warehouse is becoming a partner in the planning process, not just the final step in execution. The rise of manufactured demand events Sales trends today are increasingly orchestrated. Retail has long embraced this model — think Prime Day, Old Navy’s $1 flip-flops, doorbusters, and BOGO sales — but it’s extending well beyond consumer environments. Distributors and B2B sellers are finding value in engineered velocity events: intentional sales campaigns designed to boost volume, clear stock, or introduce new product lines. These events rely on tight coordination between commercial strategy and supply chain execution. And they’re only possible when the warehouse can provide both the operational capacity and the data-backed confidence to support them. For example, imagine a distributor sitting on excess inventory of a product with high pick efficiency and broad appeal. Rather than wait for organic sales to recover, the company can coordinate a campaign, timed to when the warehouse has capacity, informed by margin analysis, and executed with the precision of automation. The result is not just a successful promotion, but one that’s operationally viable, strategically timed, and executed with the consumer experience in mind! The cost of siloed decision-making Too often, promotional decisions are made in isolation. Sales and marketing teams launch campaigns based on customer insights or competitive pressures, while the warehouse is left scrambling to fulfill a spike it didn’t see coming. The cost of this disconnect can be high, in stockouts, missed SLAs, overtime, and degraded customer experience. The antidote is tighter integration. With real-time warehouse data informing commercial decisions, companies can engineer demand without compromising execution. AI plays a critical role here — not just in automating tasks, but in connecting data streams across departments and surfacing patterns that human planners might miss. The best-run operations are using this visibility to run smarter, not just faster. They’re deciding when to sell more, what to promote, and how to align incentives across the business — all with the warehouse in the room. Sales enablement starts in the warehouse It’s time to stop thinking of the warehouse as a cost center that follows the lead of sales and start recognizing its role as a revenue enabler. The intelligence generated on the warehouse floor can — and should — be a key input to commercial planning. With AI-enhanced WMS platforms, real-time adaptive automation, and cross-functional collaboration, distribution operations are helping businesses not only respond to demand but also shape it. The question isn’t just “can we fulfill this promotion?” It’s “should we run it — and when — based on what the warehouse knows?” That shift in mindset is subtle but powerful. And as more companies embrace it, we’ll see smarter sales trends — not just faster fulfillment. About the Author Vee Srithayakumar is a product leader in warehouse management at Tecsys, driving innovation through AI-driven and advanced warehouse execution system initiatives. His contributions to the supply chain industry earned him recognition as a 2024 Supply & Demand Chain Executive “Pros to Know.”

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Leave a message and I’ll be glad to return your call. Not!

Sun, 20 Jul 2025 05:00:55 +0000

Press one if you’d like to leave a message. I’ll be glad to return your call as soon as I can. Right. And Santa will bring you toys if you’re a good little boy. Press two if you’re selling something I don’t want. That’s a lot closer to the truth. Why won’t they call me back? When you get someone’s voicemail and decide to leave a message, what steps can you take to ensure that your call will be returned? Lots. If you leave a message, here is a collection of techniques that have gotten calls returned: First name and number only (in a very businesslike manner). It seems that calls are returned in inverse proportion to the amount of information left. Be funny, Clean wit will get a response. Be indirect “I was going to mail you important information, and I wanted to confirm your address.” Offer fun, “I had two extra tickets to the Knights game, and I thought you might be interested. (Here’s the sure shot) Please call me if you can’t go so I’m able to give the tickets to someone else.” If it was positive first meeting, remind the prospect where you met. Dangle the carrot. Leave just enough information to entice. Ask a provocative or thought-provoking question. Note: There is never a reason to give your sales pitch on voicemail. No one is there to say yes. Your objective is to make contact. Your objective is to provide enough information to create a positive response. An all-time classic technique was offered by Thomas J. Elijah, III, of Elijah & Co. Real Estate, at a SalesMasters meeting. He said to leave a partial message that includes your name and phone number, then pretend to get cut off in mid-sentence, as you’re getting to the important part of the message. “Cut it off in midword,” Elijah says, “it works like a charm because the prospect can’t stand not knowing the rest of the information, or thinks his voicemail is broken.” “Leave a partial message that includes your name and phone number and pretend to get cut off in mid-sentence as you’re getting to the important part of the message.” ~Thomas J. Elijah, III Here are a few examples of the “Elijah Method.” Leave your name and number then deliver half a sentence to peak interest: Your name came up in an important conversation today with Hugh… They were talking about you and said… I have a deal that could deliver you a hundred thou… I’m interested in your… I have your… I found your… I have information about your… Your competition said… I’m calling about your inheritance… Are you the (person’s full name) who… We wanted to be sure you got your share of… I’m calling about the money you left at… I had to call Elijah this week to get some information. I tried his technique on him, cutting off my message in midword. I said, “I’m going to quote you in my column this week and I need…” He called me back in under three minutes, laughing hysterically. This technique could revolutionize message leaving. I’ve been using it all week, and it works. Be careful about how far you go on the humor with someone you don’t know. If you’re making several calls, make sure you document your messages so you can be on top of it immediately if/when your call is returned. Nothing worse (or more stupid) than getting a returned call and having no idea who it’s from. Bob Hofmann, of Hofmann Network Services, a voice mail and voice messaging company, says that voice mail helps companies route messages faster, and the recording system offered by voice messaging reduces errors, allowing complete messages to be left. If you’re thinking about buying voice mail, don’t just look at the benefit of your convenience. Before committing to a specific system, consider its impact on your customers. Will they be better served? Will you maintain a friendly, human touch in spite of the voicemail system? Don’t confuse voicemail with automatic attendant systems. Automatic attendant, where the computer actually answers the phone, is the single worst business invention ever. Here is the most customer-friendly type of voice mail system to use: Human answers. Human determines if the person you’re calling is in by ringing their phone and monitoring the response. If not in, the human returns and says, “Mr. Jones is not in. Would you like me to help you personally, take your message personally, or would you like to leave a detailed message on his or her voicemail?” You faint from the shock. If you do leave a message, ask yourself, “Would I return this call?” If you hesitate to say yes, change your message. Press one if you hate voicemail. Press the hot button of the prospect if you want to get a call back and make the sale in spite of it. About the Author: Jeffrey Gitomer is the author of twelve best-selling books, including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars, visit www.Gitomer.com, email Jeffrey at salesman@gitomer.com, or call him at 704 333-1112.

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Creating high-performance teams with engagement and results

Sun, 20 Jul 2025 05:00:49 +0000

When most forklift dealerships evaluate the success of their aftermarket departments and functions, they focus on the usual Key Performance Indicators or KPIs — fill rates, technician utilization, work in process, and parts revenue. But if you look closer, the true driver behind consistent performance isn’t just better tools or sharper pricing. It’s the team culture that holds it all together. With today’s challenges in our industry, such as labor shortages, rising costs, and increasing customer expectations, the most effective dealerships are doing more than tracking metrics. They’re creating teams that function with clarity, confidence, and accountability — not just compliance. In speaking with dealership leaders across the country, I have identified three traits that consistently set their high-performing teams apart, and how your dealership can implement them. Productive Disagreement is a Strength, not a Disruption Successful aftermarket departments don’t avoid conflict — they embrace it. Productive disagreement allows your parts, service, and sales teams to challenge assumptions, raise red flags, and debate better solutions before mistakes happen. For example, if a technician questions a parts substitution or a counter rep challenges a commonly overlooked repair item, those moments shouldn’t be shut down — they should be welcomed. Friction, when rooted in professional respect and common goals, leads to better outcomes. In the hustle of daily operations, it’s easy to prioritize speed over discussion. But taking time to pause and ask, “Is this really the best way to do it?” can uncover inefficiencies that have gone unnoticed for months or even years. Whether it’s a recurring delay in ordering key components or confusion around repair quote approvals, healthy disagreement can be the spark that leads to long-overdue process improvements. What You Can Do: Encourage your teams to bring up inefficiencies, even if it ruffles feathers. Create “What Went Wrong” sessions where the team openly discusses recent service issues or miscommunications. Train frontline leaders to ask: “Is there a better way to do this?” This approach doesn’t slow you down — it sharpens your edge. In a business where reputation is everything, the ability to catch and correct problems early can be the difference between gaining a loyal customer and losing one forever. Psychological Safety Builds a Smarter, More Agile Team When people are afraid to speak up, they stay quiet — even when they know something is off. That silence can cost you time, customers, and even safety. The highest-performing service and parts teams foster an environment where everyone feels safe to raise concerns, admit mistakes, or suggest new ideas. This doesn’t mean lowering standards or tolerating excuses. It means removing fear from the learning and improvement process. This is especially important in multi-generational teams. Younger technicians may hesitate to offer input when seasoned veterans are present. Conversely, experienced employees may be reluctant to ask questions about new systems or technologies. A culture that encourages openness across all levels of experience allows the entire department to grow together. How to Build It: Acknowledge when leadership makes mistakes — it sets the tone for the team to do the same. Celebrate team members who identify potential problems, not just those who solve them. Provide anonymous feedback channels and act on what you learn. Psychological safety also boosts adaptability. In today’s aftermarket world, teams need to pivot quickly — whether it’s adjusting to supply chain delays, implementing new scheduling software, or adapting to customer service policies that shift overnight. Teams that feel safe are more responsive, creative, and aligned. When your people believe their voice matters, they bring more than their labor — they bring their insight. Shared Ownership Drives Engagement and Results One of the most overlooked performance drivers is ensuring that your team feels their work matters to the bigger picture. When counter staff, field technicians, and support roles understand how their work contributes to customer satisfaction and dealership profitability — and when they have a stake in the outcome — accountability increases. So does retention. We’ve all seen what happens when employees feel like cogs in the machine: enthusiasm wanes, quality dips, and turnover climbs. However, when employees are treated as contributors to the bottom line, they are not just labor costs — their mindset shifts. They care more about the outcome and take more pride in their role. Some dealerships are implementing this through bonus structures tied to department performance, while others have clearly communicated KPIs that are visible to everyone. The goal isn’t to turn every employee into an executive — it’s to help every employee act like one. Ways to Create Ownership: Post service efficiency, quote conversion rates, and parts fill rate goals in common areas. Tie quarterly bonuses to department-wide targets like first-time fixed rate or parts margin improvement. Involve employees in planning inventory strategies, scheduling changes, or tool upgrades. A shop floor bulletin board or digital dashboard can go a long way in making dealership performance visible and relevant to everyone. Even a brief monthly meeting that recaps progress toward shared goals can help people feel more connected to the mission. When the whole team is rowing in the same direction, performance becomes a collective outcome, not just a manager’s responsibility. Culture Is the Competitive Advantage You Control Every dealership is facing similar headwinds: technician shortages, rising input costs, and customers who expect the same level of service as Amazon. But not every dealership is creating the kind of culture that turns those challenges into opportunities. It doesn’t take a massive overhaul. Often, it just takes a consistent effort to change the conversations happening in the breakroom, during team meetings, and at the parts counter. By encouraging disagreement, fostering safety, and building ownership, you’ll make more than just a high-functioning team — you’ll create a dealership where people want to stay, customers want to come back, and performance sustains itself. That’s the kind of competitive advantage you don’t have to wait for the market to deliver. It’s one you build from the inside out. About the Author: Chris Aiello is the Business Development

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Dealing effectively with the competition

Sun, 20 Jul 2025 05:00:23 +0000

“This would be a great business if it weren’t for the competition!” Unfortunately, the existence of the competition impacts every industry, every business, and every sales position. What the competition does or does not do can make a dramatic impact on a company and a salesperson. That impact can range from squeezing you to the point where you go out of business on one extreme, to creating tremendous opportunities for growth and profits on the other. The competition and its potential impact on your business are a fact of life. No matter how hard you wish, you are not going to be able to make the competition go away. While we can’t change the competition, we certainly are responsible for our attitudes and behaviors toward the competition. What we say and how we act regarding the competition can have a daily impact on our bottom line. An appropriate attitude and set of practices for dealing with the competition should be an essential part of every salesperson’s repertoire. This article is an attempt to describe some of the salient parts of that mindset. Respect the competition. Speaking poorly about the competition, looking down on them, finding fault with them, and generally disparaging them are all common behaviors that I frequently observe among the companies with whom I work. It is easy enough to understand why. In sales meetings, we are constantly told how our products compare to the competition, what makes our service superior, and why our people are more experienced and knowledgeable than theirs, among other things. In my role as a consultant and sales educator, I am uniquely positioned to test the validity of these claims. I’ve occasionally worked with a company, for example, and then a few years later found myself involved with one of their competitors. Or, I may have two or more competitors in one of my seminars. This unique position has allowed me to make observations about such claims. One of the observations I have made is this: There is usually some degree of truth in the details of these elements. Your hot new product may have several features that your competitor’s does not have, for example. However, in the big picture, your competitor offers a sound business option to your customers. While your new product contains some features that your competitor’s does not, your competitor’s product probably includes some features that your product doesn’t contain. And while you claim your service to be superior, so does he. And your people are probably not any more experienced and knowledgeable than his people. From the 10,000-foot-high perspective, if your competitors were as flawed as you think they are, they wouldn’t be in business, and your customers wouldn’t be buying from them. In all likelihood, your competition is made up of educated, committed people who are trying just as hard as you are to be a viable option to your customers, to conduct their businesses with integrity just like you, and who strive to do a good job and to provide for their families through the fruits of their labors, just like you. So, bury those attitudes of superiority, and cast off that disdain for the competition. If your customers didn’t think they presented a viable option, they wouldn’t be buying from them. Don’t believe everything you hear. We occasionally hear comments from our customers with complaints about the competition or stories of how they have messed up on a project. This, of course, contributes to our natural tendency toward smugness by confirming our views. Let’s take all of that with a healthy degree of skepticism. Understand that the people who share that information with us are typically those customers with whom we have the best relationship – those who we consider our friends. What we see as confidential information about the competition’s weaknesses may be the natural human inclination to tell us what they believe we want to hear. Our friends want to find common ground with us. And our animosity toward the competition provides potentially fertile ground to cultivate. It’s been my observation that many of those customers who are reporting on the flaws in the competition to you are reporting on your flaws to them. Don’t view everything you hear as 100% accurate. Don’t speak badly about the competition – ever. Disparaging the competition, speaking badly about the company or the individual sales people, using little innuendos and side comments – all of this says more about us to our customers than it does about the competitors to whom we are referring. It reveals us as small-minded, petty, smug, and far more interested in ourselves than we are in our customers. It is reminiscent of the principle behind the oft-quoted passage from the Sermon on the Mount: 3 “Why do you look at the speck of sawdust in your brother’s eye and pay no attention to the plank in your own eye? This is something I learned the hard way, in one of the most embarrassing incidents in my tenure as a salesperson. I was selling a piece of capital equipment, representing a product line that was 35% more expensive than the competition. However, the additional cost was justified by a far superior product. The competition had been experiencing a problem with one component of their system – the batteries easily worked loose and disconnected. They solved that problem by using a rubber band to provide additional tension on the battery and keep it from jiggling loose. I pointed that out to my potential customer, asking them how comfortable they felt with a product that was held together with a rubber band. My customer’s response? “Do you know what I don’t like about you?” she asked. I was floored and speechless. “You are so negative about your competitors.” I turned beet red, stammered an apology, and retreated quickly. That incident has stuck with me for decades. At this point, there is a question that naturally occurs. If I don’t want to speak badly about

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Q2 Industrial Manufacturing soars 31% for planned projects over $100M; June planned Industrial Projects hit 141

Sun, 20 Jul 2025 05:00:11 +0000

Industrial SalesLeads has announced the June 2025 results for its new planned capital project spending report, highlighting the continued strong activity in the Industrial Manufacturing sector. According to the firm’s research, 141 new industrial manufacturing projects were tracked in June 2025 alone, reflecting robust activity across North America. In addition, Q2 2025 saw a 31% increase over Q1 in the number of new Industrial Manufacturing facility construction projects valued at over $100 million. The following are selected highlights on new Industrial Manufacturing industry construction news. Industrial Manufacturing – By Project Type Manufacturing/Production Facilities – 129 New Projects Distribution and Industrial Warehouse – 77 New Projects Industrial Manufacturing – By Project Scope/Activity New Construction – 48 New Projects Expansion – 38 New Projects Renovations/Equipment Upgrades – 57 New Projects Plant Closings – 12 New Projects Industrial Manufacturing – By Project Location (Top 10 States) California – 10 Indiana – 10 Texas – 10 Wisconsin – 8 Florida – 7 New York – 7 North Carolina – 7 Massachusetts – 6 Tennessee – 6 Maryland – 5 Largest Planned Project During the month of June, our research team identified 25 new Industrial Manufacturing facility construction projects with an estimated value of $100 million or more. The largest project is owned by Micron Technology, which plans to invest $150 billion in the construction of a manufacturing complex in Clay, NY. Construction is expected to start in late 2025. Top 10 Tracked Industrial Manufacturing Projects UTAH: The semiconductor manufacturer is planning to invest $15 billion in expansion and equipment upgrades at its manufacturing facility in Lehi, UT. They are currently seeking approval for the project. GEORGIA: A pharmaceutical company is considering investing $5 billion in the construction of a processing facility and is currently seeking a site in GEORGIA. Watch SalesLeads for updates. FLORIDA: A gas turbine engine manufacturer. is planning to invest $1 billion in the construction of a 1 million square foot manufacturing facility in Crestview, FL. They are currently seeking approval for the project. Construction will occur in 3 phases, with completion of the first phase slated for late 2026. INDIANA: A battery manufacturer and recycling company are considering investing $1 billion in the construction of a processing facility and are currently seeking a site in Indiana. Watch SalesLeads for updates. FLORIDA: A semiconductor manufacturer is planning to invest $470 million in the construction of a manufacturing and office facility in NEOCITY, FL. They are currently seeking approval for the project. SOUTH CAROLINA: A lumber company is planning to invest $225 million for the construction of a 375,000 square-foot manufacturing facility on Barker Mill Pond Rd. in FAIRFAX, SC. They are currently seeking approval for the project. Construction is expected to start in late 2025, with completion slated for early 2027. INDIANA: An industrial automation equipment manufacturer is planning to invest $180 million in the expansion of its manufacturing, laboratory, and office campus in Franklin, WI. They will consolidate their WI and IL operations upon completion in Summer 2027. KENTUCKY: A global electronics manufacturer is planning to invest $174 million in the construction of a manufacturing facility in LOUISVILLE, KY. They are currently seeking approval for the project. TEXAS: An IT infrastructure equipment manufacturer plans to invest $152 million in renovations and equipment upgrades for a 393,000-square-foot manufacturing and warehouse facility located at 9220 Socorro Road in Socorro, TX. They have recently received approval for the project. MAINE: A medical device manufacturer is planning to invest $134 million in expansion and equipment upgrades at their manufacturing facility in BRUNSWICK, ME. They are currently seeking approval for the project. About Industrial SalesLeads, Inc. Since 1959, Industrial SalesLeads, based in Jacksonville, FL is a leader in delivering industrial capital project intelligence and prospecting services for sales and marketing teams to ensure a predictable and scalable pipeline. Our Industrial Market Intelligence, IMI, identifies timely insights on companies planning significant capital investments such as new construction, expansion, relocation, equipment modernization, and plant closings in industrial facilities. The Outsourced Prospecting Services, an extension to your sales team, is designed to drive growth with qualified meetings and appointments for your internal sales team. Visit us at salesleadsinc.com.

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Account for your most important account balance

Sun, 20 Jul 2025 05:00:08 +0000

Last month, I opened a discussion changing the way a dealer accounts for daily, monthly, and annual financial activity, switching from GAAP accounting to Pre-Tax Profit to a Free Cash Flow model, which reports actual Free Cash Flow available to spend as you see fit. The bottom line here is that GAAP is geared to help report readers understand how a company conducts its business through GAAP Internal Statements. As you know, GAAP accrues transactions, defers expenses and income, and amortizes expenses over an estimated useful life. Most GAAP rules are understandable, which I agree with, but I have to say that the LEASE ACCOUNTING RULES can drive a person nuts. Most business owners I know will tell you they have a tough time explaining how their cash flow changes and what amount is available to invest, reduce debt, or pay other liabilities. An FCF statement will provide better input along these lines to help understand cash flow movement. We will spend more time on this topic and how it may help manage your business. To get started, I created an FCF Template for you to review and gain a better understanding of actual cash flows. The FCF Template has three sections. The internal GAAP Income Statement. The Conversion of the GAAP Income Statement into Operating Cash Flow. Account for Working Capital changes and CapX items paid for. When we finalize the three sections, we have a balance that includes both balance sheet and income statement adjustments, which make up Free Cash Flow. This helps avoid overspending and, at the same time, indicates what you have available to spend without developing a cash flow problem. Information every CEO needs to know. Review the CAPX notes. Most companies will not include long-term note payments in these calculations. Instead, you have an ending figure that indicates what is available to make long-term note payments. Items actually purchased during the year are included in the calculation, as you can see in Section 3. Companies are starting to use this method because FCF is becoming the standard for valuing an M&A target, rather than using EBITDA multiples. The other topic I plan to explore is converting management reports using FCF data instead of GAAP results. It should be fun. About the Columnist: Garry Bartecki is a CPA and MBA with GB Financial Services LLC, and a Wholesaler columnist since August 1993. E-mail editorial@mhwmag.com to contact Garry.

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Don’t let your publicity be a fantasy. Four tips to score your P.R. goals

Fri, 18 Jul 2025 15:10:30 +0000

Recent statistics indicate that over 29 million people participate in some form of fantasy football league. ESPN reports more than 13,000 monthly users of its fantasy football app, and participation in fantasy football grows at an approximate rate of 32% a year. It is estimated that fantasy football added $11 billion to the U.S. economy last year. Wouldn’t you love for your business to do the same? Well, it can, or at least come close, with the right kind of publicity. And you won’t need a staff or a budget that size. All you’ll need is to follow four easy steps based on fantasy football principles that apply to placing articles in magazines, both in print and online. Now it doesn’t matter if you’re a service provider, a brick-and-mortar shop, a mom-and-pop shop, a regional chain, or a multi-national powerhouse; all that matters is that you have a target market, a message to impart to them, and a marketing funnel to deliver the results. Just like anyone with a smartphone and a little pre-season research is ready for their first weekly draft, you’ll be ready to armchair quarterback in the big leagues. The Draft/Your Target Market In fantasy football, conducting thorough research before the draft is crucial. You need to know the background of the available players so you can pre-rank them according to your personal preference. Trust your cheat sheets (player rankings). You worked hard to prepare them, and you don’t want to let the other coaches sway you into making a mistake. Many of these principles are applicable to your target market. You need to research who they are and where they are. As it’s said, “Whose pain can you solve, and who’s going to pay you to solve their pain?” Now, once you have determined your target market, this doesn’t mean you should ignore other markets. It simply means helping those you can the quickest, and then moving on to those markets that might take a little longer to convert. As to where they are, this means what media they read, which social media platforms they follow, and what podcasts they listen to. Rather than trying to scatter your message everywhere, why not be smart and position yourself in front of your target market where they already are? Playbook/Your Content Your playbook is how you manage your lineup. It helps you make better decisions and gives you the tools to collect and share data. Many playbooks even let you switch to different sports, but we’ll stick to fantasy football for now. Most playbooks can be customized to give you the information you need to see based on the team you’ve drafted and the league you’re in. When writing an article for the communication source your target market reads, you can keep the same principles in mind as the playbook. Focus on the information they want/need to hear, not just the message you want to give them. Make the article informative, educational, and engaging; avoid self-promotion or overt advertising. You can put all the promotion in an “about the author” paragraph at the end. You want the reader to identify themselves in the article, so write it in the ‘you’ tense: “you might have this problem, here’s how you can solve it…” If they like the advice, they’ll contact you from the bio paragraph at the end! Oh, and editors love bullet points. Give them an article about “5 Myths…” or “6 Steps…” or “7 Ways…” or “4 Easy Steps…” Statistics/Pitching and Tracking, and Follow-Up Critical data provided by research and analysis can be the difference when it comes to your success or failure in fantasy football. There are a number of apps and websites that will compile and analyze your data for you, but you’ll still have to do the work to input it correctly for your team to make sure you’re getting educated and receiving informed rankings in your leagues. Once you’ve got your article polished and your bio paragraph honed (be sure you have a recent headshot to send along with the article), it’s time to start pitching your article to the editors of the publications your target market regularly reads. Don’t just blast it out anywhere and everywhere, but tease out the benefit of your article to the editors’ readership, and only when they say their readership would be interested, then send them the full text. This gives you permission to politely follow up with them in a few weeks and ask if they’ve posted your article or if it’ll be printed in an upcoming issue. If the answer is ‘yes’ to either question, ask them to send you a link, a PDF, or a print copy. Postseason/Marketing from the Placements If you’ve done your research, played your stats, and your team has won, you’re ready for the postseason and the playoffs! In fantasy football, the playoffs can have unlimited teams in their brackets and teams with no salary caps. And don’t forget about the wild card teams! Check with the commissioner of your league on how they conduct the playoffs before your season with them begins. The same can be said about marketing from your article placements; you want to be ready for them before you even start writing and/or pitching them. You need to keep your organization’s website up to date and ensure your social media platforms are current. This is where you will place the majority of your placements, as they will be links to the online versions. You’ll want to create an “in the media” or an “as seen in” page on your website to put the links when they come in. Also, LinkedIn has an Articles section on your profile. When you post your article placements on LinkedIn and/or Facebook, be sure to tweet them out – just don’t copy the whole post again; link to it instead. Whether you’re a wine shop with a monthly article in a neighborhood magazine, or a tire shop with a quarterly

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Mastering the marathon: Four strategies for managing long sales cycles

Mon, 14 Jul 2025 13:44:07 +0000

Have you ever run a marathon? Most people haven’t. But many salespeople run them every day – the long sales cycle. Salespeople love the quick win – that satisfying moment when a prospect becomes a customer in a matter of days or weeks. Sometimes, it’s even the fabled “one call close.” But what about those industries, or even those times, where the sales cycle stretches into months or even years? How do you keep your sales teams motivated, strategic, on-task, and successful when the finish line seems so far away? Long sales cycles present unique challenges. They test a salesperson’s patience, strategic thinking, and ability to maintain momentum over extended periods. They can also tempt even the most disciplined sales professionals to neglect prospecting, as the gratification of a closed deal feels perpetually out of reach. But here’s the truth: mastering the long sales cycle is not just a skill – it’s an art form. And like any art, it requires dedication, practice, and a specific set of techniques. Let’s explore four key strategies that can help you and your team excel in the marathon of long-cycle sales. Never Stop Prospecting Imagine you’re a farmer (no, not the old, outdated “hunter/farmer” sales term). You know it takes months for your crops to grow, but you also know that if you don’t plant seeds regularly, you’ll eventually have nothing to harvest. The same principle applies to long-cycle sales. It’s easy to fall into the trap of thinking, “Why start new conversations when I won’t close them for years?” But remember this: you can’t finish a sale unless you start one. Prospecting is the lifeblood of your sales pipeline, regardless of how long it takes to close a deal. A sales funnel that doesn’t consistently fill at the top will run dry at the bottom. Make prospecting a non-negotiable part of your weekly routine. Set aside dedicated time each day to reach out to new potential clients. Use a mix of cold calls, emails, social media outreach, and networking events to keep your pipeline full. Remember, the seeds you plant today are the deals you’ll close tomorrow – or next year. The best prospecting cadence is to open with a phone call (yes, a genuine, pick up the phone, voice-to-voice call), attempt to reach your target. If you don’t get an answer (80% to 90% of the time these days), then leave a powerful voice mail message, and switch to LinkedIn connection. Once connected, slow play the connection using engagement techniques, then ask for the appointment 2-3 months after connecting. 2. Think Strategically, Act Consistently Once you’ve initiated a conversation with a prospect, it’s time to shift into strategic mode. This is where the real art of long-cycle selling comes into play. Start by estimating a realistic timeline for the deal. Is it six months? A year? Two years? This timeline becomes your roadmap, guiding your interactions and helping you set milestones along the way. With each contact, your goal should be to move the Buyer’s Journey forward, even if it’s just by inches. This is particularly crucial when you’re up against an incumbent vendor with an existing contract. You’re playing the long game, so every interaction should add value and strengthen your position. Basically, you’re positioning yourself to be the vendor of choice at contract time. Maybe it’s sharing a relevant industry report, offering a fresh perspective on a challenge they’re facing, or simply checking in to maintain the relationship – but offering some new piece of knowledge or expertise every time. The key is consistency. Regular, value-added touchpoints keep you top of mind and position you as a trusted advisor, not just another vendor. 3. Keep Your Contacts Current In the span of a long sales cycle, a lot can change. Decision-makers move on, new stakeholders emerge, and organizational priorities shift. Your job is to stay on top of these changes and adapt your strategy accordingly. Make it a habit to regularly verify and update your contact information. But don’t stop there – strive to expand your network within the organization. The more contacts you have, the more resilient your opportunity becomes to personnel changes. “High, wide, and deep” should be your watchword. Get as high on the corporate food chain as you can. Get as many contacts (a wide base of influence) in the target company as you can. And make sure that they genuinely know you and the value you bring. This approach not only provides you with a more comprehensive understanding of the organization but also helps safeguard your opportunity if your main contact leaves. 4. Be Ready When the Stars Align Here’s a fundamental truth about sales: a deal happens when need, solution, and timing intersect, and the Buyer’s Journey completes. In a long sales cycle, your job is to be ready when that moment arrives. Maybe the incumbent vendor slips up, budget suddenly becomes available, or a new initiative aligns perfectly with your offering. Your consistent presence and value-added interactions have positioned you to capitalize on these moments. Stay alert to industry trends, organizational changes, and any shifts in your prospect’s business that might create an opening. When that window of opportunity opens, be ready to act swiftly and decisively. Managing long sales cycles is not about passive waiting – it’s about active preparation. It’s about building relationships, demonstrating value, and positioning yourself as the obvious choice when the time is right. There are no shortcuts to anyplace worth going. Winning in long-cycle sales requires a unique blend of patience, persistence, and strategic thinking. It demands that we resist getting demoralized due to the lack of quick wins and instead focus on building lasting relationships and delivering consistent value. By maintaining a steady prospecting rhythm, thinking strategically, keeping our contacts current, and staying ready for opportunity, we can master the marathon of long sales cycles. About the Author: Troy Harrison is the Sales Navigator, a speaker, and the author of “Sell Like You Mean

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Navigating the Challenges of Industry 4.0 Implementation in Manufacturing

Thu, 10 Jul 2025 14:16:20 +0000

The manufacturing industry is undergoing a seismic shift with the adoption of Industry 4.0, an integrated approach that leverages automation, data exchange, and AI to create highly efficient and interconnected smart factories. While the benefits of Industry 4.0 are undeniable—enhanced efficiency, predictive maintenance, reduced downtime, and improved safety—the road to successful implementation is fraught with challenges. From a high-level perspective, Industry 4.0 is not simply about adopting new technologies; it is about orchestrating a holistic transformation. This transformation requires the seamless communication of machines, software, and humans across the manufacturing ecosystem. While AI-driven automation is a key enabler in achieving Industry 4.0 objectives, AI alone is not enough—companies must integrate it within a broader strategy that aligns with their existing operations, while also ensuring they remain cost-effective. Barriers to Industry 4.0 Adoption 1. Integration with Legacy Systems One of the primary hurdles in Industry 4.0 adoption is the integration of new technology with existing legacy systems. Many manufacturing plants, particularly those built decades ago, were designed with manual labor in mind. Their processes, infrastructure, and operational culture are often incompatible with cutting-edge automation solutions. For instance, factory layouts were not originally designed for autonomous mobile robots (AMRs) to move seamlessly between stations. Many factories designed decades ago, even as recently as the 1970s, were designed for manual labor and don’t easily accommodate automation. These older facilities often have imperfect floor conditions with undulations and wear, requiring adaptable automation solutions that can still operate effectively despite these challenges. Successfully retrofitting a facility for automated workflows, without disrupting ongoing operations, requires intentional planning, sourcing scalable solutions, and adopting flexible technology. 2. Data and Connectivity Challenges A cornerstone of Industry 4.0 is the ability of systems to communicate in real time. This necessitates robust data infrastructure, integration with enterprise resource planning (ERP) and manufacturing execution systems (MES), and connectivity that allows for predictive analytics and process optimization. Without seamless data flow, manufacturers face a cascade of problems: crippling inefficiencies, misaligned operations, and forecasts riddled with errors. Imagine a production line grinding to a halt because an AMR isn’t communicating with the ERP system, or a shipment is delayed due to inaccurate inventory data. These are the real-world consequences of failing to integrate automation effectively. Successful Industry 4.0 adoption is not just about individual pieces of technology—it is about ensuring seamless communication between all systems. 3. High Initial Costs and ROI Uncertainty While automation solutions promise long-term savings, the initial investment can be a significant deterrent. Many manufacturers hesitate to commit to Industry 4.0 due to concerns about ROI timelines and the financial feasibility of large-scale transformation. This is where innovative business models are proving essential in lowering the barrier to entry. One such approach gaining traction is the “Robot-as-a-Service” (RaaS) model. This offers a solution by allowing manufacturers to implement automation without heavy upfront investments. This subscription-based approach ensures that businesses can realize efficiencies without bearing the full cost of capital-intensive automation projects from day one. For example, instead of purchasing robots outright, a manufacturer might contract with an automation provider to move 100 carts from point A to point B in eight hours for a fixed monthly fee. Companies like Ati Motors, leveraging their deep understanding of robotics and automation in manufacturing environments, are at the forefront of offering RaaS solutions, enabling manufacturers to experience the benefits of automation with greater financial flexibility. A US customer saved approximately $1.5 million annually after investing $500K-$800K in an Ati Motors solution. 4. Workforce Adaptation and Cultural Resistance Beyond technical and financial barriers, the human element presents a significant challenge. Workers accustomed to manual tasks may resist automation due to concerns over job security and the uncertainty of adapting to new workflows. For example, a line worker who has performed a specific task for 20 years may be resistant to change. Implementing Industry 4.0 effectively requires a cultural shift within the organization. Studies, such as those conducted by McKinsey, suggest that for every dollar spent on automation, an equivalent investment should be made in training and upskilling employees. Successful manufacturers recognize that automation enhances efficiency and protects jobs by making manufacturing sustainable and competitive, rather than eliminating them. By supporting employees to transition into more strategic and less repetitive roles, companies can foster a positive environment for Industry 4.0 adoption. Incremental Implementation: The Key to Success Rather than overhauling operations overnight, many companies achieve better results by gradually integrating Industry 4.0 technologies. Brownfield projects—where automation is implemented within existing factories—require a phased approach to navigate unique challenges effectively. For instance, in forklift-heavy environments, companies often begin by automating specific tasks, such as material transport between fixed stations, while retaining traditional forklifts for loading and unloading. This approach directly addresses safety concerns associated with forklifts, which contribute to approximately 400 deaths per year in the US. By restricting forklift operations to loading/unloading areas and using AMRs for movement between points A and B, companies can significantly reduce risks and repurpose manpower. As automation demonstrates its reliability and efficiency, additional phases can be introduced, steadily advancing the factory toward full Industry 4.0 implementation. The Role of Flexible and Scalable Solutions Flexibility is essential for successfully implementing automation in manufacturing. Companies that rely on rigid, off-the-shelf automation solutions often struggle to adapt to the complexities of their unique production environments. Instead, manufacturers benefit most from automation systems with adaptable software and seamless integration capabilities, allowing them to work within existing ERP and MES systems without requiring costly infrastructure changes. Owning the core technology stack—including fleet management software, ROS, and mapping software—allows for greater flexibility in customizing solutions to fit specific manufacturing environments. This IP ownership provides several key advantages, enabling seamless integration into existing workflows, even in older facilities, and making Industry 4.0 adoption more viable. With complete control over its technology stack, businesses can remain agile and even swap sensors as advancements occur; Ati Motors, for instance, was the first to deploy a 3D LIDAR for navigation in AMRs. Scalability is another critical factor in automation

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Tony Soprano: A Masterclass in Leadership (Minus the Mob Stuff)

Tue, 01 Jul 2025 14:21:54 +0000

When people think of Tony Soprano, HBO’s iconic mob boss from The Sopranos, they usually focus on the violence, the crime, and the therapy sessions. But if you strip away the murder and mayhem, you’re left with a compelling portrait of a remarkably effective leader and manager. Tony Soprano ran a complex organization with competing personalities, shifting alliances, and high stakes—much like any corporate executive today. Here’s what we can learn from his leadership style. 1. Emotional Intelligence and Situational Awareness Tony isn’t just physically intimidating—he’s emotionally perceptive. He knows what motivates his team, what stresses them out, and when to intervene. From calming down Paulie during one of his many meltdowns to understanding when to push Christopher and when to give him space, Tony shows an intuitive grasp of people’s emotional states. His situational awareness helps him navigate tricky internal politics and external threats alike. Great leaders don’t just bark orders—they read the room. 2. Loyalty Through Personal Investment Tony builds loyalty not through fear (well, not only fear), but through personal investment. He knows the details of his crew’s lives, checks in on their families, and offers support when they struggle. Whether it’s helping with a wedding, backing a business venture, or just showing up, Tony shows his team that he’s more than a boss—he’s in their corner. This builds a culture of loyalty and accountability. 3. Decisiveness Under Pressure When decisions need to be made, Tony doesn’t waffle. He listens to input, weighs the consequences, and acts decisively. In high-stakes environments, indecision can be deadly—not just in the mob, but in business too. Tony’s ability to make tough calls under pressure is a key trait of effective leadership. 4. Strategic Delegation Tony knows he can’t do it all. He delegates based on strengths—Silvio gets logistics and communication, Paulie handles enforcement, and Christopher is groomed for creative endeavors and leadership. He doesn’t micromanage (unless it’s a personal slight); instead, he empowers people to take ownership of their roles, which keeps the operation running smoothly. 5. Conflict Resolution The mob is a breeding ground for personal grudges and power struggles—yet Tony continually manages to keep things from imploding. He serves as mediator, referee, and sometimes therapist, resolving disputes before they escalate. Whether it’s smoothing things over between feuding captains or reining in rogue behavior, Tony understands the importance of protecting team cohesion. He listens, negotiates, and when necessary, asserts authority to restore order. Effective managers know that unresolved conflict kills morale—Tony makes sure it never gets that far. 6. Managing Up and Down Tony doesn’t just manage his crew—he also manages his boss, Uncle Junior, and the external relationships with other crime families. This dual-layer management requires diplomacy, patience, and tactical thinking. It’s the same in any organization where managing stakeholders above and below is critical. Tony Soprano is a study in complex leadership. He’s not perfect—he’s reactive, prone to ego, and yes, a sociopath—but if you separate the criminal behavior from the managerial mechanics, you find a leader who commands loyalty, makes strategic decisions, and navigates chaos with surprising clarity. In a world where leadership is often defined by buzzwords and boardroom jargon, Tony Soprano shows us that effective leadership is about knowing your people, owning your role, and getting things done—even if you’re wearing a bathrobe. About the Author Trained as a behavioral scientist and customer-centricity expert, Andrea Belk Olson helps companies operationalize corporate strategy through understanding mindsets and behaviors. She is the author of three business books, including her most recent, What To Ask: How To Learn What Customers Need but Don’t Tell You. She is a 4x ADDY award winner and contributing writer to Entrepreneur Magazine, Harvard Business Review, Rotman Magazine, World Economic Forum, and more. Andrea is also an entrepreneurial adjunct instructor at the University of Iowa and TEDx speaker coach. More information is also available on www.pragmadik.com and www.andreabelkolson.com.

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The Secrets of Visionary Leaders: Create change before it’s urgent

Wed, 25 Jun 2025 16:18:46 +0000

Why acting early feels risky, but thinking late is deadly Most leaders don’t ignore change because they don’t care. They ignore it because, in the moment, it doesn’t feel urgent. When the metrics look good and the operations hum along, making time for possibility feels indulgent. But that’s precisely what separates the visionary leaders from the merely competent: they create space to reimagine before a crisis demands it. Visionary leaders don’t wait for pain to trigger change. They act when things still look fine on the surface—when most people are coasting. They understand that comfort breeds complacency, and complacency is where innovation dies. So why is it so rare to see organizations making meaningful change when everything’s “working”? Because change feels riskier than routine, leaders are often rewarded for short-term outcomes rather than long-term possibilities. Teams are trained to fix problems, not to explore potential. And entire cultures are built to preserve stability, not to challenge it. But possibility doesn’t live in the stable. It lives in the slightly unhinged questions that start with “What if we…” or “Why don’t we…” or “Wouldn’t it be wild if…” It lives in the willingness to step off the well-paved path and consider what might lie just beyond the familiar. Visionary leaders don’t just tolerate this kind of thinking—they create the conditions where it can thrive. They reshape the cultural assumptions that say, “Don’t rock the boat,” and replace them with, “Let’s see what else is possible.” They interrupt the patterns that reward efficiency over imagination. They normalize exploration without the guarantee of immediate ROI. Here’s what that looks like in practice: They carve out space for thinking, not just doing. They understand that innovation isn’t a task to check off—it requires mental white space, uninterrupted time, and freedom from constant urgency. Visionary leaders intentionally protect this space, creating boundaries that enable their teams to think beyond surface-level thinking. They don’t just suggest it—they schedule it. They say no to unnecessary meetings, protect thinking time on calendars, and give teams permission to pause, reflect, and reframe their approach. They make deep thought as non-negotiable as budget reviews. They ask their teams to challenge assumptions even when there’s no problem to solve. Because waiting for problems means you’re always reacting—never inventing. This isn’t about chaos for chaos’s sake—it’s about building a muscle for questioning the status quo, even when it feels comfortable. Visionary leaders embed assumption-checking into regular conversations. They model the question, “What are we treating as true that might not be?” and invite alternative perspectives to surface before consensus locks in. They understand that asking good questions is a creative act in itself. They shift language from certainty to curiosity. Questions like “What if…” and “Why not…” become signals of forward momentum, not distractions from the agenda. Over time, this language shift rewires team dynamics, replacing the fear of being wrong with enthusiasm for exploration. Visionary leaders celebrate when a team member proposes an unconventional idea or challenges accepted norms. They replace “prove it” with “explore it,” and open the door for discovery instead of defensiveness. This linguistic shift creates an environment where new thinking is expected, not exceptional. They reward experimentation before outcomes. Even small tests of new thinking are celebrated—not for being right, but for being brave. Leaders build in mechanisms that value curiosity over perfection, reinforcing that learning is part of progress, even when the result isn’t tidy. Visionary leaders don’t just permit failure—they frame experimentation as a responsibility. They track learning as a metric and ask after-action questions like “What surprised us?” and “What will we try differently next time?” They view progress as cumulative, rather than instantaneous. And most importantly, they model all of this themselves. When leaders practice what they preach, they grant everyone else permission to step into possibility. They show—not just tell—their teams that questioning, exploring, and stretching are part of the job, not threats to it. They let people see them wrestling with ambiguity, changing their minds, and exploring ideas without immediate resolution. They walk the talk of creative leadership, not by declaring vision, but by visibly engaging with uncertainty. This kind of leadership makes it possible to feel safe, supported, and valued, making it worth pursuing. In environments like healthcare, pharma, or financial services—where the stakes are high and the margin for error is low—it’s tempting to think that possibility has to take a backseat to predictability. But in reality, those are the environments most in need of leaders who can see around the corner. Creating change before it’s urgent isn’t reckless. It’s responsible. It’s what allows organizations to adapt instead of react. To lead instead of follow. To shape the future instead of surviving it. If your team is only innovating when a fire breaks out, you’re not leading—you’re firefighting. Visionary leaders don’t wait for permission. They look beyond what’s working to see what’s possible. About the Author: Susan Robertson empowers individuals, teams, and organizations to Live in Possibility™, enabling them to navigate change more nimbly. She is a creative thinking expert with over 20 years of experience speaking, consulting, and coaching in Fortune 500 companies. As an instructor on applied creativity at Harvard, Susan brings a scientific foundation to enhancing human creativity. To learn more, please go to: www.SusanRobertsonSpeaker.com.

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Marketing is the voice of the company and the ear for the customer

Tue, 24 Jun 2025 13:32:21 +0000

Marketing shouldn’t be the department of catchy taglines, pretty websites, or social media campaigns with an upbeat jingle. Marketing is—and always has been—the voice of the company and the ear for the customer. The problem? Too many organizations treat it like a loudspeaker for company messaging and forget it’s also a listening device. Marketing is the translator between what a company does and what a customer wants. It’s the only function that spans both internal strategy and external perception. Done right, marketing tells the market who you are, what you believe, and why you matter. But more importantly, it listens. It hears the unspoken needs, the friction points, and the subtle shifts in customer behavior long before a sales report or quarterly review shows a red flag. But here’s the rub: Many companies silo marketing into execution. Launch this campaign. Promote that product. Build a funnel. And when the numbers don’t add up, they blame the tactics. Rarely do they step back and ask: Did we listen first? Listening is the hard part. It requires patience, context, and sometimes uncomfortable truths. Customers won’t always tell you directly what they want—but they’ll show you in their actions, their hesitations, their silence. And marketing is uniquely positioned to decode that. Yet marketing teams are too often buried under performance metrics that measure volume, not value. Impressions, clicks, likes. All noise if they’re not aligned with business strategy and customer insight. What if we measured how often marketing uncovered a product flaw? Or how well it translated customer needs into R&D priorities? Great marketing doesn’t just amplify the brand. It informs the business. It’s a feedback loop, not a megaphone. And when treated as such, it becomes one of the most strategic assets a company has. So, if your marketing team isn’t sitting in on product meetings, sales calls, and customer interviews, you’re only getting half the value. And if they’re not bringing insights back into the business, you’re missing the signal in the noise. Marketing should speak boldly and listen deeply. Because when it does both, it doesn’t just create campaigns—it creates clarity. And clarity? That’s your competitive edge. About the Author Trained as a behavioral scientist and customer-centricity expert, Andrea Belk Olson helps companies operationalize corporate strategy through understanding mindsets and behaviors. She is the author of three business books, including her most recent, What To Ask: How To Learn What Customers Need but Don’t Tell You. She is a 4x ADDY award winner and contributing writer to Entrepreneur Magazine, Harvard Business Review, Rotman Magazine, World Economic Forum, and more. Andrea is also an entrepreneurial adjunct instructor at the University of Iowa and TEDx speaker coach. More information is also available on www.pragmadik.com and www.andreabelkolson.com.

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May 2025 Industrial Manufacturing near March 2025 levels with 146 new Planned Capital Projects

Tue, 24 Jun 2025 05:00:11 +0000

Industrial SalesLeads has reported the May 2025 results for its new planned capital project spending report for the Industrial Manufacturing industry. The report reveals a continuation of robust activity. The Firm, which tracks North American planned industrial capital project activity, including facility expansions, new plant construction, and significant equipment modernization projects, confirmed 146 new projects in the Industrial Manufacturing sector for May. This figure holds strong, just slightly below March’s 147 new industrial manufacturing planned projects, and marks a noticeable rebound from April’s 133 new planned projects. This signals sustained investment and expansion within the industry. The following are selected highlights on new Industrial Manufacturing industry construction news. Industrial Manufacturing – By Project Type Manufacturing/Production Facilities – 122 New Projects Distribution and Industrial Warehouse – 92 New Projects Industrial Manufacturing – By Project Scope/Activity New Construction – 43 New Projects Expansion – 49 New Projects Renovations/Equipment Upgrades – 55 New Projects Plant Closings – 15 New Projects Industrial Manufacturing – By Project Location (Top 10 States) Indiana – 12 Ohio – 12 North Carolina – 10 Florida – 9 Texas – 9 Michigan – 8 California – 7 South Carolina – 6 Alabama – 5 Illinois – 5 Largest Planned Project During May, the research team identified 21 new Industrial Manufacturing facility construction projects with an estimated value of $100 million or more. The largest project is owned by Eli Lilly and Company, which plans to invest $6 billion in the construction of a processing campus in Houston, TX. They are currently seeking approval for the project. Construction is expected to start in 2026, with completion slated for 2030. Top 10 Tracked Industrial Manufacturing Projects OKLAHOMA: An aluminum products manufacturer is planning to invest $4 billion in the construction of a manufacturing facility in INOLA, OK. They are currently seeking approval for the project. Construction is expected to start in late 2026. KANSAS: A pharmaceutical company is planning to invest $895 million for the expansion of their laboratory and processing facility in DE SOTO, KS, by 200,000 square feet. They are currently seeking approval for the project. Completion is slated for 2030. NEW YORK: Automotive manufacturer is planning to invest $888 million in renovation and equipment upgrades on their manufacturing facility in BUFFALO, NY. They are currently seeking approval for the project. NORTH CAROLINA: A biotechnology company is planning to invest $700 million in the construction of a 700,000 SF processing facility in HOLLY SPRINGS, NC. They are currently seeking approval for the project. MICHIGAN: A pharmaceutical company is considering investing $500 million in the construction of a processing facility and is currently seeking a site in the DETROIT, MI area. FLORIDA: A startup aerospace company is planning to invest $430 million in the construction of a 600,000-square-foot manufacturing and office facility in Jacksonville, FL. They are currently seeking approval for the project. They will relocate their operations upon completion. OKLAHOMA: A building materials supplier is planning to invest $330 million in the expansion, renovation, and equipment upgrades on their manufacturing facility in DUKE, OK. They have recently received approval for the project. Completion is slated for Fall 2027. SOUTH CAROLINA: A wood fiberboard manufacturer is planning to invest $250 million for the construction of a manufacturing facility at 1200 Spigner Rd. in ALCOLU, SC. They are currently seeking approval for the project. Completion is slated for 2028. INDIANA: A pharmaceutical company is planning to invest $250 million in renovation and equipment upgrades to their laboratory and processing facilities in INDIANAPOLIS, IN, and WEST LAFAYETTE, IN. They are currently seeking approval for the project. OHIO: A medical supplies manufacturer is planning to invest $240 million in the renovation and equipment upgrades on a recently leased 638,000 SF manufacturing and warehouse facility in CINCINNATI, OH. They are currently seeking approval for the project. About Industrial SalesLeads, Inc. Since 1959, Industrial SalesLeads, based in Jacksonville, FL is a leader in delivering industrial capital project intelligence and prospecting services for sales and marketing teams to ensure a predictable and scalable pipeline. Our Industrial Market Intelligence (IMI) provides timely insights into companies planning significant capital investments, including new construction, expansion, relocation, equipment modernization, and plant closings in industrial facilities. The Outsourced Prospecting Services, an extension to your sales team, is designed to drive growth with qualified meetings and appointments for your internal sales team. Visit us at salesleadsinc.com.

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Is your Dealership equipped for the Future of Customer Experience?

Fri, 20 Jun 2025 05:00:48 +0000

Back in March of this year, after attending and exhibiting at this year’s record-breaking ProMat Show in Chicago, one thing is clear: the future of material handling is arriving faster than many in our industry anticipated. The pace of innovation, particularly in automation, robotics, and artificial intelligence, has accelerated, and it’s reshaping expectations across the board, especially in the aftermarket segment for lift truck dealerships. More than 1,160 exhibitors showcased a diverse range of products, including autonomous mobile robots, predictive maintenance platforms, and traditional material handling solutions. There were also over 200 educational sessions that delved deeply into how these technologies are reshaping the supply chain landscape. The energy at the show was unmistakable, and automation is no longer just a buzzword; it’s a wave that’s already hitting the shores of warehouse and distribution operations. The tools on display weren’t just aspirational concepts; they were real, functional, and increasingly deployed in operations ranging from Fortune 500 distribution centers to mid-size regional warehouses. There certainly is an acceleration in the adoption of these technologies by end-users in manufacturing and supply chain operations. For those of us in the dealership world, particularly in parts and service, this acceleration is something we can’t afford to ignore. Automation Doesn’t Replace Lift Trucks—It Changes the Environment They Operate In Let’s be clear: forklifts and other industrial trucks aren’t going anywhere. They remain the backbone of warehouse operations. What’s changing is the ecosystem around them. When autonomous mobile robots (AMRs) are moving pallets across zones and AI-driven WMS platforms are directing workflows in real-time, the role of lift trucks—and the expectations for their uptime—become even more mission-critical. That means the pressure on dealers to support uptime, supply the right parts, and deliver expert service is only increasing. Your customers who invest in automation aren’t looking to slow down. They need every component of their operation, including forklifts, to work flawlessly and integrate smoothly with the rest of their tech-enabled infrastructure. Downtime isn’t just inconvenient; it disrupts a carefully calibrated, digitally orchestrated supply chain. What This Means for the Aftermarket Side of the Business Here’s the part that matters most for aftermarket leaders: we are entering a new service era where speed, visibility, and specialization are becoming non-negotiable. Faster Fulfillment Is No Longer a Bonus—It’s a Baseline End-users now expect the same speed they’ve built into their automated warehouse systems to be reflected in the support they get from their dealership. This means the pressure is on your parts department to streamline inventory management and logistics. Stock outs will lose customers. Delays will be magnified. Dealers who invest in e-commerce platforms, real-time inventory visibility, and regional stocking strategies will gain a competitive edge. Technicians Must Be Trained to Support Smart Warehouses Service departments will need to evolve. Technicians are no longer just wrench-turners; they need to be systems thinkers who can troubleshoot not only forklifts but also understand how those trucks interact with other automation technologies. This includes knowledge of sensor systems, battery management software, telematics, and other related technologies. Dealerships should invest now in technician training that keeps pace with this expanding skill set. Parts Sales Are Becoming More Specialized As automation reshapes warehouse operations, the range of specialty attachments, sensors, batteries, and high-wear items associated with high-cycle, tech-integrated environments will expand. Dealers who understand this shift and proactively stock and promote these specialized parts will better serve their customers—and increase their margins. Predictive and Remote Maintenance Models Are Rising Automation isn’t just about moving goods faster—it’s also about predicting failure before it happens. Dealerships should expect an increase in customers inquiring about remote monitoring, telematics-based service models, and predictive maintenance options. Those that embrace these tools will not only reduce customer downtime but also create stickier, more long-term service relationships. The Dealer’s Role Is Becoming More Strategic As warehouses adopt complex systems, they’ll rely more heavily on trusted partners to help them optimize those systems. This positions the dealership not just as a vendor but as a strategic advisor. Offering insights, service planning, system integration advice, and even retrofit suggestions will become part of the aftermarket value proposition. Hiring and Training for the Next-Gen Aftermarket Team As automation, robotics, and AI continue to integrate into warehouse operations, one of the most critical shifts lift truck dealerships must make is in how they build and train their aftermarket teams. Traditional roles within the parts and service departments are being stretched—and in some cases redefined—to meet the technical demands of this evolving customer base. The Rise of the Specialized Parts Professional Historically, the parts counter has focused on sourcing and supplying components tied to forklifts and other off-highway industrial equipment. That job still exists and remains critical. But today’s warehouse customers are increasingly asking their dealers to support a broader range of systems—including conveyor belts, robotic shuttles, vertical lift modules (VLMs), automated storage and retrieval systems (AS/RS), and a growing number of smart sensor and control technologies. This shift raises the question: Can a single parts person effectively serve both markets? In many cases, the answer is no—or at least, not for long. Dealers are starting to recognize the value of segmenting their aftermarket staff by specialization. That might mean hiring a dedicated parts expert trained explicitly in supporting warehouse automation systems and industrial controls, separate from the traditional forklift parts team. These roles require familiarity with different product catalogs, supplier relationships, and service-level expectations. Selling a laser sensor for an AS/RS is a very different transaction than selling a mast chain for a 5,000 lb. forklift. Dealers who want to win business from warehouses adopting automation should consider building a dedicated parts desk—or at the very least, assigning a go-to person trained in automation system components, software integrations, and OEM-specific support structures. Service Technicians: Generalists vs. Specialists On the service side, the need for specialization is even more pronounced. Technicians trained in internal combustion forklifts or electric lift trucks are not automatically equipped to troubleshoot a malfunctioning conveyor PLC, reprogram a robotic cart, or calibrate

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Tech-savvy managers: The cornerstone of modern warehousing

Fri, 20 Jun 2025 05:00:36 +0000

Warehouses are evolving into hubs of cutting-edge technology, but without the right leadership even the best tools can fall short. The need for tech-savvy managers has never been greater as logistics operations become increasingly dependent on automation, data analytics, and advanced Warehouse Management Systems (WMS). Technology is no longer a luxury — it’s a necessity. Managers must now think beyond traditional roles, embracing software as a solution to physical problems in workflows. Those who fail to prioritize digital transformation risk falling behind competitors who have mastered the art of integrating tech with operations. Here’s why tech-savvy leadership is critical for the future of warehousing. The role of technology in modern warehousing Technology is reshaping warehousing, driving efficiency and accuracy at every level. From inventory management to real-time data analytics, advanced tools are streamlining operations and improving decision-making. Low-code platforms like Tecsys’ Itopia, IoT-enabled devices, robotics, and AI are no longer “nice-to-haves” — they’re essential for optimizing workflows and tackling unique operational challenges. They allow for a highly customized operation without the highly customized price tags, and the ability for continuous upgrades. These technologies allow warehouses to make smarter, faster decisions that directly impact the bottom line. Skills that define a tech-savvy manager Being tech-savvy isn’t just about understanding software — it’s about knowing what’s possible. A strong manager doesn’t need to master every aspect of a WMS but should have the awareness to collaborate effectively with IT teams. After all, IT can’t solve problems they don’t fully understand. Key skills include data literacy, metric analysis, and creative thinking. Tech-savvy managers leverage WMS tools as extensions of their physical workflows, utilizing technology to address bottlenecks, enhance efficiency, and drive performance. By understanding what their tools can do, managers can propose actionable solutions that align with their team’s operational realities. Implementing and managing change effectively Introducing new technology often sparks resistance, but tech-savvy managers know how to lead change effectively. The best leaders don’t shy away from the action — they test tools themselves, listen to frontline workers, and iterate based on real-world feedback. For example, a manager testing a new replenishment system might shadow a picker or replenisher to understand pain points firsthand. By getting hands-on, they not only identify potential improvements but also demonstrate to their teams that they’re committed to the process. Piloting new tools, gathering feedback, and leading by example are essential steps for reducing resistance and building trust. The best implementations I have seen are those where not only the warehouse management team shadows the users, but their IT counterparts also actively spend time on the warehouse floor. When IT spends time with users, it gives a unique perspective that drives creative and efficient solutions. The impact on warehouse performance and employee satisfaction Tech-savvy managers don’t just improve warehouse performance — they transform it. By simplifying processes, reducing errors, and enabling more innovative resource management, they unlock new levels of productivity and efficiency. Equally important is the effect on employees. When managers empower their teams to leverage technology, they foster a culture of innovation and collaboration. Workers are more engaged, less frustrated by inefficient processes, and more confident in their ability to contribute to the warehouse’s success. Over time, this leads to better retention, stronger team dynamics, and a future-ready operation. Embracing the future with tech-savvy leadership The future of warehousing belongs to those who invest in tech-savvy leadership. Managers who understand how to integrate technology with operations are the ones who will drive their businesses forward, adapting to market demands with ease. Warehouse operators must take action by assessing their leadership teams’ tech capabilities and providing ongoing training to bridge gaps. The path to operational excellence begins with forward-thinking managers who view technology not as a challenge but as an opportunity. Now is the time to embrace that future. About the Author Vee Srithayakumar is a product leader in warehouse management at Tecsys, driving innovation through AI-driven and advanced warehouse execution system initiatives. His contributions to the supply chain industry earned him recognition as a 2024 Supply & Demand Chain Executive “Pros to Know.”

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The Isolation Process: A powerful path to more sales

Fri, 20 Jun 2025 05:00:24 +0000

Psst — hey — c’mere! I’ve got a secret to tell you…Sometimes prospects will stall you, sometimes they will lie to you, sometimes they won’t tell you the real reason why they won’t purchase. When a prospect gives you some lame excuse (stall) about why they won’t buy now, he’s really saying, “not yet.” There are two basic types of stalls: People stalls and Thing stalls. Thing stalls are when prospects say — I’m too busy now, your price is too high, I have too many other obligations. Frustrating. Want to make the stall go away? Simple. Here’s the strategy: Isolate the stall or objection as the only obstacle, and then eliminate it from the situation by asking, “What if it were gone, or was not the situation…would you buy?” Isolating and eliminating creates a new situation AND a possible sale. You repeat the stall back to the prospect and then take it away. For example, you say, “I understand, Mr. Johnson. So, what you’re telling me is if it weren’t the fact that you were too busy, this would be a perfect opportunity for you, is that correct? (get the commitment). (then double qualify) In other words, if you had the time, you would get involved? (then say) Well, let’s look at the situation closer. You say you have no time, but you also said that you’re not earning all the money you need. Maybe there’s a way to use this opportunity to buy back some of your time with increased earnings.” Another example — The prospect says, “I don’t have the money.” You say, “If you had the money, would you buy it?” The best way to handle a stall or objection is to take it away and consider new options or solutions. You say…If it wasn’t for…then insert the stall—price, timing of workload, other obligations — would you buy it? People stalls are worse. Does this sound familiar? Sounds good, Jeffrey, but I have to talk this over with my wife, husband, boss, accountant, lawyer, the executive committee, the home office, my cat whiskers, my two-year-old son, or my girlfriend. People not being able to decide on their own — Don’t you hate that? Well, here’s how to overcome it. First, isolate the person to a decision that does not include the others. “Bill, if it was only you…what would you decide?” This gives you a chance to find out how they really feel (will they support you). Second, double qualify the commitment. Ask – “Is there anything you would change or object to if it was only you?” Third, secure the prospect’s support when he meets with the third party. “Bill, when you go to the others, will you support the purchase?” And fourth, find other ways to get a decision now. Suggest alternatives that might get Bill to act now without risk. “Bill, since you’re in favor, and we only need your spouse’s approval, how about if we fill out the paperwork — give it to me so you can be in before the end of the month, and when your spouse says OK, we’ll be ready to go (and if your spouse says no, we’ll tear up the papers — no obligation.)” Hard to say no to that. One of the most interesting things about objections is that even though they continue to recur, they continue to stymie or dumbfound salespeople. I don’t get it. You put your hand on the stove once, you get burned, you don’t do it again. You learn the lesson. Salespeople continue to get burned. If you think about it for any length of time, it’s kind of silly. The isolation process is a powerful way of getting to the truth, finding out the real objection, AND in about 30% of cases actually making the sale. But it’s only one of an arsenal of weapons available to salespeople for stalls and objections. You can prevent them by covering them in your presentation, or you can at least prepare “best responses” for the ones that happen all the time. Most of the time, an objection is actually a buying signal. They’re saying, “I’m interested, but you haven’t sold me yet. And the sale is always made. Either you sell them on yes, or they sell you on no. About the Author: Jeffrey Gitomer is the author of twelve best-selling books, including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars, visit www.Gitomer.com, email Jeffrey at salesman@gitomer.com, or call him at 704 333-1112.

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GAAP out—Free Cash Flow in

Fri, 20 Jun 2025 05:00:18 +0000

I know I am as guilty as anyone of stating that CASH IS KING. Must have included that statement at least once or twice a year. Then someone added that “cash flow is king,” which is hard to argue with. I am going to take it a step further and state that FREE CASH FLOW means more to your business than either of the other two titles. Those of you who follow the stock market noticed the FCF line item when disclosing operating results for the year. So, what is it and why is it so important? I began conducting my own research after seeing numerous references to FCF and subsequently published a book on Amazon, authored by George Christy, CFA. George explains how to calculate FCF and why the data you receive from FCF is better than the GAAP statements you received from your accounting firm and the internal statements, which mirror the GAAP statements you paid for. You may want to purchase a dozen of these books for your internal financial staff, the sales department, the C suite, and your Board Members. I would even suggest that you instruct your outside accounting firm to present an FCF instead of the GAAP statement they usually send. Informing your banker about this change should be received positively. If not, provide them with a copy of the book as well. Just so you know, EBITDA is not part of this FCF process. Neither is the GAAP Statement of Cash Flows. FCF captures all cash flows in and out of the company, is not distorted by accrual items, and includes changes in working capital and cap-X investments. A formal FCF definition = Revenues MINUS cash expenses PLUS non-revenue cash receipts PLUS or MINUS cash changes in working capital MINUS Cap-X expenditures. If you have prepared cash flow statements for a bank, you are close to preparing an FCF statement. The conversion from your GAAP statement to a cash flow statement is a three-step process. Start with your GAAP Income Statement Convert the Income Statement to Operating Cash Flow. Reflect the Cash Impact of the Working Capital Change and Cap-X. You start with the Operating Income in Step One, make changes to convert to Operating Cash Flow, and reflect the cash impact of Working Capital Change and Cap-x. In the end, you wind up with FREE CASH FLOW. So, what helps management manage the business and, as a result, improve the value of the company? Working with GAAP statements or FREE CASH FLOW. FCF is the correct answer. And when you can convert your internal GAAP statements to an FCF statement, the decision process becomes easier to use and corrective steps easier to make and follow up on. George Christy notes how Warren Buffett made his money by determining the value of a target company by calculating discounted cash flow. I have seen this discounted cash flow calculation many times. Current thinking is that older financial types were brought up using GAAP and will continue to do so. On the other hand, recent accounting graduates and Certified Financial Analysts (CFAs) are switching to a FREE CASH FLOW because every executive out there wants to know their FREE CASH FLOW position, which in turn converts into a company valuation. So, is GAAP out? Perhaps not entirely, but for the ability to stay on top of your company’s value and, at the same time, utilize free cash flow data to manage sales, customer activity, corporate reports, peer group analysis, and M&A activities, GAAP cannot compare to the FCF analysis. I am going to set up a template to use for determining FCF and to guide the use of the report in improving results. Interested in participating, give me a shout …sounds like fun and will be interesting to see how the reports turn out. You can make your request through Dean. His email address is dmillius@MHWmag.com. Also, I am going to ask Dean if we can get us a deal on the book purchase. About the Columnist: Garry Bartecki is a CPA and MBA with GB Financial Services LLC, and a Wholesaler columnist since August 1993. E-mail editorial@mhwmag.com to contact Garry.

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