Manufacturers and Dealers need to embrace a new set of opportunities in 2025
As another December has arrived and 2024 winds down, you may be reflecting on a year filled with growth, innovation, and evolving challenges that you are facing in the industry and your local market. The close of one year offers a unique opportunity to assess the past and set sights on the future. Looking ahead to 2025, it’s clear that the industry will continue to face rapid changes, from advancements in technology to shifts in customer expectations. With these changes comes a new set of opportunities and challenges, and both OEMs and dealers are poised to navigate them through stronger partnerships, strategic innovations, and a renewed focus on sustainability and digital transformation. As we do each year in the December edition, we explore the critical dynamics of the manufacturer-dealer relationship. Let’s discuss how dealers can leverage their manufacturers’ strengths to drive revenue growth and foster innovation for the year ahead. This partnership, which was once primarily about sales and distribution, has evolved to encompass a broader, more strategic alliance that enables both OEMs and dealers to thrive in an increasingly complex marketplace. At its core, the OEM-dealer relationship is a mutually beneficial arrangement. OEMs depend on their dealer networks not only to sell products but also to provide essential after-sales services like parts, maintenance, and technical support. Dealers, in turn, rely on OEMs for product innovation, training, and support to meet the changing needs of their local customer base. This dynamic ensures that end-users receive the high-quality service and equipment necessary to keep their operations running smoothly. However, the nature of this relationship is changing. Technological advancements, shifts in customer expectations, and evolving market dynamics are pushing both OEMs and dealers to adopt new strategies and approaches. This includes deeper collaboration on everything from financing and warranty processes to addressing safety concerns and driving innovation in product development. Key Trends Shaping the OEM-Dealer Relationship As we look ahead to 2024 and beyond, several key trends are shaping the future of the OEM-dealer relationship. Understanding these trends is critical for both parties to stay competitive and continue providing value to their customers. New Truck Inventory and Rental Utilization Lift truck dealers face a significant cash flow challenge when OEMs demand new truck purchases for their rental fleets amid declining rental demand and rising interest rates on existing inventory. Increased depreciation expenses further aggravate these financial pressures, negatively impacting dealer profitability. As new equipment prices begin to fall, the dealer-OEM relationship becomes delicate. OEMs aim to keep production lines active, but dealers must balance managing high inventory costs with profitability. This highlights the fine line between keeping a strong partnership while facing market challenges and fluctuating demand. Increased Focus on E-Commerce and Digital Platforms I recently presented the importance of offering customers the option to purchase your products online at MHEDA’s Parts & Service Management Conference this past September. I discussed how dealerships can leverage e-commerce to enhance customer satisfaction and streamline the ordering process. Customers today expect a seamless, user-friendly experience when researching, purchasing, and maintaining their equipment. This shift toward digital solutions transforms the traditional OEM-dealer model, forcing both parties to invest in new technologies that enhance the customer experience. Dealers are increasingly adopting e-commerce platforms to streamline parts sales and service scheduling. Meanwhile, OEMs are developing digital tools that allow dealers to offer more personalized support to their customers. The result is a more efficient, customer-centric approach that meets the demands of a digital-first marketplace. The balance between the OEM and the dealer will be for those OEMs who already sell their products online and credit the dealer for the sale. How do those OEMs align with their dealers who already have their own stand-alone e-commerce platform? Data-Driven Decision Making Data is becoming an increasingly critical asset in the material handling industry, but dealers need better access to actionable insights from their OEMs to make informed, data-driven decisions. As the industry evolves, it’s not just about having data about having the right data in the hands of dealers to enhance decision-making and improve customer service. Having access to data on customer preferences and buying trends allows dealers to tailor their products and services more precisely, providing a personalized experience that fosters stronger customer relationships. Collaboration between OEMs and dealers, built on sharing robust, actionable data, is key to unlocking new revenue streams and staying ahead of customer needs. Sustainability and Environmental Responsibility Sustainability is no longer just a buzzword; it’s a driving force in the material handling industry. OEMs and dealers are pressured to reduce their environmental impact and adopt more sustainable practices. This includes everything from developing energy-efficient equipment to implementing eco-friendly service and maintenance practices. OEMs are increasingly designing products with sustainability in mind. Dealers are crucial in promoting these products and educating customers on the environmental and financial benefits of choosing more sustainable options. For example, by helping customers understand how the shift to electric can optimize fleet performance and sustainability, dealers are key drivers in accelerating the adoption of cleaner, more efficient technologies in the marketplace. Aftermarket Support Aftermarket support is becoming a more critical component of the OEM-dealer relationship. As equipment lifecycles lengthen and customers demand more reliable and cost-effective solutions, dealers are being called upon to provide a higher level of service and support throughout the equipment’s life. This trend drives OEMs to invest more in training and support for their dealer networks. By equipping dealers with the tools and knowledge they need to offer comprehensive aftermarket services, OEMs can ensure that their products continue to perform at a high level long after the initial sale. Rise of Direct Consumer Business Strategic partnerships between OEMs and dealers are becoming increasingly important, driven by the rising demand for direct-to-consumer (D2C) business. As consumers expect more direct and personalized interactions with manufacturers, OEMs, and dealers must collaborate closely to meet these demands. Traditionally, OEMs relied on their dealer networks for customer interactions, but the shift to D2C models is changing the landscape. Customers now expect direct engagement
Gorbel® #98 on Greater Rochester Chamber’s List of Fastest-Growing, Privately Owned Companies
This marks the 21st time that the Victor, NY-based manufacturing company, which was founded in 1977, has been included on the Top 100 list Gorbel® has announced that it has earned a spot on this year’s list of the Top 100 fastest-growing, privately owned companies in the Greater Rochester and Finger Lakes region. The Greater Rochester Chamber of Commerce revealed the 38th annual Top 100 rankings at their awards celebration on November 6 at the Floreano Riverside Convention Center. To be eligible for the Greater Rochester Chamber Top 100 program, companies must be privately owned, headquartered in the nine-county Rochester region, and have earned at least $1 million in revenue in each of the three most recent fiscal years. Bob Duffy, president and CEO of the Greater Rochester Chamber of Commerce, said, “Congratulations to Gorbel® for earning their spot as a 2024 Greater Rochester Chamber Top 100 company. Their placement on this esteemed list is reflective of their commitment to growing in Greater Rochester and shaping the economy and community as one of the fastest-growing companies.”
Enhancing Safety in the material handling area with Linde Reverse Assist Radar for Forklifts
Forklifts are essential to the efficiency of warehouse operations, often moving heavy loads and navigating through narrow aisles. However, operating forklifts comes with inherent risks, especially when reversing. Studies have shown that more than half of all industrial truck accidents happen when the vehicle reverses. This is primarily due to the driver’s limited view of the rear and blind spots. The challenge intensifies when forklifts maneuver in busy and cluttered areas, where pedestrians, shelves, and other machinery create a complex environment. Addressing safety concerns about material handling equipment, Linde has introduced the Linde Reverse Assist Radar, a sophisticated assistance system designed to minimize the risk of collisions and ensure safer operations in intralogistics. The system’s high-precision sensors, intelligent detection algorithms, and active braking interventions provide robust protection for drivers, pedestrians, and the infrastructure around them. How Linde Reverse Assist Radar Works The Linde Reverse Assist Radar is a state-of-the-art system that leverages radar technology to monitor the area behind the forklift continuously. This solution detects both stationary and moving obstacles, evaluating the level of risk in real-time based on multiple factors, such as travel speed, steering angle, distance to the obstacle, and lifting height. When the system identifies a potential hazard, it initiates a multi-stage response. First, the driver receives acoustic and visual warnings, prompting them to check the surroundings. If the risk persists or escalates, the system actively intervenes by automatically applying brakes, bringing the forklift to a standstill. This automated braking is highly effective, with a deceleration force of up to 3 m/s², significantly more potent than comparable systems. A unique feature of the Linde Reverse Assist Radar is its ability to distinguish between relevant hazards and harmless objects. For example, the system disregards goods and static fixtures positioned near the path, like in a block warehouse. This precision minimizes unnecessary warnings and prevents unplanned stops that could disrupt workflow. The detection range is customizable to adapt to various warehouse layouts and safety requirements, allowing operators to fine-tune the system for optimal performance. The system can also be tailored to monitor specific areas at different speeds. It detects moving objects, such as pedestrians, when the forklift is traveling at walking speed, while static obstacles can be identified at speeds of up to 15 km/h. The Linde Reverse Assist Radar maintains high reliability across diverse environmental conditions, accurately detecting obstacles even in low-light or foggy settings. Its ability to recognize objects at knee height enhances safety by identifying partially hidden or crouched-down people. A Safer Working Environment with Linde Reverse Assist Radar In fast-paced and often congested warehouse environments, safety should never be compromised. The Linde Reverse Assist Radar is more than just a safety feature; it’s an intelligent system that proactively prevents accidents, protects people, and reduces damage to goods and infrastructure. With this advanced solution, Linde Material Handling sets a new standard for safety in intralogistics, providing operators and business owners with the peace of mind they need to focus on productivity without sacrificing safety. By minimizing the risk of reversing accidents and supporting drivers in challenging situations, this system not only safeguards human life but also ensures operational continuity and efficiency. About the Author: Yauhen Krutsko is the Editor-in-Chief at Truck1, a European marketplace for commercial vehicles and machinery. With extensive experience in the transportation and logistics sector, Yauhen is dedicated to providing expert insights, industry trends, and in-depth analyses to help businesses and professionals stay informed on the latest developments. To reach Yauhen, his email address is eugene_k@truck1.eu. This article was created with support from Truck1.
Fortifi acquires assets and intellectual property of BANSS
Frontmatec by Fortifi to manage the transition and provide systems, equipment, and aftermarket customer service and support Fortifi Food Processing Solutions (“Fortifi”) announced today that it has acquired the intellectual property and customer relationships as well as select inventories and fixed assets of JWE-BANSS GmbH (“BANSS”). Formerly based in Biedenkopf, Germany, BANSS was a manufacturer and provider of primary protein processing systems, equipment, and related parts. The company filed for insolvency during the summer of 2024. Through the asset acquisition, Fortifi becomes the sole legal provider of BANSS aftermarket parts and the exclusive owner of the company’s library of engineered designs and part drawings. BANSS has served customers in 94 countries and shipped more than 1,100 machines in the past two decades. Fortifi’s Frontmatec team will manage the transition and integrate the business’s assets. “I am pleased to welcome BANSS customers into the Fortifi fold,” said Massimo Bizzi, CEO of Fortifi. “We recognize the vital role that responsive customer service, innovation, high-quality solutions, and consistent on-time delivery play in our customers’ operations. Through Frontmatec, the Fortifi team is ready to ensure a smooth transition with enhanced service quality.” “Frontmatec is dedicated to revitalizing relationships with BANSS customers and earning their trust through the delivery of exceptional service and support,” said Dennis Gallagher, president of Frontmatec. “In addition to being their sole authorized source of aftermarket parts, we’re ready to provide cutting-edge food processing solutions to help drive these customers’ business growth and success.” Frontmatec, part of the Fortifi group of companies since 2022, develops world-leading customized solutions for automation across the entire protein industry value chain. Its manufacturing facility and offices in Beckum, Germany, will provide customer service, equipment and system support, and spare parts to BANSS customers.
Vestil Manufacturing announces major expansion
Vestil Manufacturing, a manufacturer of industrial and safety products market, just announced a major expansion project. The development will include a building expansion, cutting-edge capital equipment, and adding at least 20 jobs, further strengthening Vestil’s role as an industry leader. The expansion, set to add approximately 120,000 square feet of operational space at 351 Pokagon Trail, will enable Vestil to meet increasing demand, particularly for its plastic product lines. With the installation of advanced rotational molding equipment and a larger, highly skilled workforce, Vestil is positioned to serve customers better and to continue leading in the industrial product marketplace. Additionally, the project represents a significant investment in advanced technology and production resources, including a fiber tube laser, two robotic welders, additional lift trucks, and a sophisticated ERP software system. These investments aim to boost production capacity, streamline operations, and advance the company’s technological capabilities. “This expansion reflects our commitment to innovation, quality, and growth,” said Barry Trine, Vestil president. “By investing in our facilities, our technology, and our team, we’re not only positioning ourselves to meet future demand but are also creating opportunities for employment and contributing to the economic development in our community,” added Trine. The groundbreaking came two months after the passing of Ralph Trine, who had run Vestil since the company moved to Angola in the early 1980s. A moment of silence was held in Mr. Trine’s memory at the start of the ceremony. Vestil has partnered with Wagler & Associates, a locally owned & operated business, as the construction company leading this project. The expansion is scheduled for completion by September 2025. The project at Pokagon Trail includes a $1.5 million 120,000-square-foot addition and $3.2 million in new equipment, such as robotic welders and an enterprise resource planning system.
Four New Power Transmission/Motion Control Categories introduced for PIE Technology Platform™
Bearing Specialists Association (BSA) and the Power Transmission Distributors Association (PTDA) announce the introduction of conveyors/material handling, couplings, motors, and linear bearings (round shaft) to the PIE Technology Platform™ (PIE). These additional product categories bring the total number of bearing and power transmission/motion control (PT/MC) categories available to 32. Additional categories in development include open gearing, enclosed gearing, and adjustable/variable speed drives. The essential tool for channel partners, PIE is a cloud-based platform that gives manufacturers and distributors of industrial products access to the most comprehensive catalog for the exchange of rich-content product information. Providing efficient, seamless, accurate, real-time data communication strengthens channel partner collaboration and advances online sales. Whether a distributor offers a simple online catalog or a full e-commerce experience, PIE ensures end customers have the most current and reliable product information. With data reliability at its core, PIE builds the trust that fosters customer loyalty and long-term success. With 24/7/365 access to PIE-compliant manufacturer partner content, distributors can map rich product data to their company-specific PIM system, website, or end-user digital communication using an automated tool. The single, secure, and standard platform is only accessible to authorized distributor partners, ensuring manufacturers can protect and maintain product data ownership. Both manufacturers and distributors benefit from reduced errors and staff time spent correcting inaccurate or outdated content. Learn more and register your company to participate at pietechnologyplatform.org.
AMH launches new stainless-steel series of chain and fittings
All Material Handling (AMH) is expanding its product offering with a new range of stainless-steel lifting chains and fittings. The high-quality, Italian-forged CARTEC Grade 60 stainless steel series is designed for lifting applications in marine and offshore environments, water and sewage, and even operations such as food production and pharmaceuticals. It is now available from AMH across North America. It completes AMH’s CARTEC offering, which already imports and supplies the CARTEC grade 100 and 80 steel chain fittings and lifting points such as swivel hoist rings and rotating eyebolts. Jim Canfield, National Sales Manager at AMH, said: “CARTEC is increasingly popular with lifting professionals because of the quality of these Italian-forged products. Expanding our range to include CARTEC stainless steel chain, sub-assemblies, and fittings enables us to bring these benefits to industries operating in more demanding environments.“ Stainless steel offers better corrosion protection in harsh conditions. It is also a more durable material and typically requires less maintenance in lifting applications. The comprehensive CARTEC range from AMH includes chains, master links, shackles, shortening clutches, hooks, links, and eyebolts.
Backorder management is more than just keeping parts flowing
I recently attended MHEDA’s Parts and Service Management Conference, and as is often the case with these industry events, I came away inspired with content for this month’s edition. One of the presenters was an industry colleague who gave an insightful presentation on backorder management and building processes for unforeseen delays. As she noted, a phrase that is all too common for parts and service managers is, “We’re just waiting on parts…” Let’s take a closer look at this topic and explore how you can strategically minimize the negative impacts of backorders. Your customers have grown accustomed to same-day delivery and rapid fulfillment, and the pressure to meet high expectations is greater than ever. Backorders are not a matter of if but when, and when they occur, they can create significant disruption throughout the supply chain. The key to handling these challenges effectively is preparation — building processes and teams that can respond proactively rather than reactively. When a backorder occurs, it affects more than just inventory levels. The impact ripples through your entire organization. A low parts fill rate can cause service work-in-progress (WIP) to back up, technicians may become idle, and customer satisfaction can suffer. Uptime is crucial to your customer’s operation, so even minor delays can lead to significant financial loss for your customers, resulting in frustration and potentially damaged relationships. Strategies to reduce the impact of backorders The first step in managing backorders effectively is to have strategies in place that minimize their impact on daily operations and customer experience. Several key approaches to consider are prioritizing communication, optimizing inventory, being flexible in sourcing, and leveraging technology. Clear communication with suppliers and customers is essential. Build strong relationships with your suppliers and maintain open communication to anticipate delays and adjust as needed. Be transparent about delays and expected timelines to maintain customer trust and loyalty. Optimizing inventory is also crucial. Analyze historical data to identify back ordered parts and adjust stock levels accordingly frequently. Use predictive analytics to forecast demand and implement a dynamic safety stock strategy that adjusts based on lead times and demand variability, ensuring sufficient inventory without overstocking. Diversify your supplier base to reduce dependency on a single source. Establish multiple supplier relationships or alternative sources to create backup options and increase flexibility during supply chain disruptions with primary suppliers. Invest in technology that enhances supply chain visibility. Real-time data analytics can help identify potential issues before they escalate, while automated ordering systems keep you informed about orders and priorities. Discuss API services with your ERP provider and suppliers to enable real-time access to pricing, availability, order submissions, and shipment notifications. Developing adaptable team members Beyond strategy and technology, the people managing the backorder process in your organization are critical to its success. A well-prepared team can make all the difference in minimizing the negative effects of backorders. Regular training sessions can empower your team members to handle backorder situations with confidence and agility. Equip your staff with the knowledge and tools they need to make quick decisions, understand alternative options, and find creative solutions to supply chain issues. Cross-training is equally essential. When team members understand multiple roles, they can step in where needed, maintaining workflow continuity. For instance, a parts manager should understand service scheduling well, and a service coordinator should be familiar with the parts ordering process. This flexibility ensures that operations run smoothly, even when key personnel are unavailable. Create an environment where collaboration is encouraged and problem-solving is celebrated. Regular team meetings to discuss backorder challenges and share ideas can foster a culture of continuous improvement. Recognize and reward innovative solutions that improve backorder management processes, reinforcing a proactive approach. When team members feel empowered to contribute ideas and solve problems, they are more likely to take ownership of the issues at hand, leading to quicker and more effective resolutions. Standardizing backorder processes Consistency is key in any operational process, and backorder management is no exception. Standardized processes help ensure that every team member understands their role in managing backorders, which leads to more predictable outcomes and better customer satisfaction. Start by developing and documenting clear procedures for managing backorders. These procedures should cover every process step, from identifying a potential delay to communicating with the customer. Standardized workflows help reduce confusion, minimize errors, and provide a framework for continuous improvement. As mentioned earlier, technology can play a significant role in standardizing processes. Use software tools that provide real-time updates on inventory levels, track supplier performance, and automatically generate alerts for potential delays. Automated communication tools can streamline the process of informing customers about backorders, providing consistent and accurate information without the need for manual intervention. Establish key performance indicators (KPIs) that track important metrics such as backorder duration, parts fill rate, customer satisfaction scores, and service WIP levels to ensure your backorder management processes are effective. Regularly review these KPIs to identify areas for improvement and adjust your strategies accordingly. Creating stability for your customers Backorder management is about more than just keeping parts flowing; it’s about creating a sense of reliability and stability for your customers. When customers trust that you manage unforeseen delays professionally and transparently, they are more likely to remain loyal, even when challenges arise. Focus on building a reputation for dependability. By implementing effective backorder strategies, developing adaptable team members, and standardizing processes, you create an environment where backorders become less of a disruption and more of an opportunity to demonstrate your commitment to customer satisfaction. Remember, backorders are inevitable, but with the right strategies and processes in place, you can ensure they are just a temporary bump in the road, not a detour. About the Author: Chris Aiello is the Business Development Manager at TVH Parts Co. He has been in the equipment business for 17-plus years as a service manager, quality assurance manager, and business development manager. Chris now manages a national outside sales team that sells replacement parts and accessories in various equipment markets, such as material handling, equipment
Iowa vs. Minnesota Football rivalry Bobblehead unveiled to celebrate Saturday’s game
The National Bobblehead Hall of Fame and Museum unveiled a limited-edition Iowa Hawkeyes vs. Minnesota Golden Gophers Rivalry Bobblehead ahead of Saturday’s game between the two rivals in Minneapolis. The bobblehead features Iowa’s mascot Herky the Hawk and Minnesota’s mascot Goldy Gopher with a replica Floyd of Rosedale Trophy. The bobblehead commemorates the rivalry, which dates back to 1891. The special edition bobblehead, which will be released in conjunction with the 118th meeting between the Hawkeyes and Golden Gophers on Saturday, September 21st, at Huntington Bank Stadium in Minneapolis, Minnesota, is available exclusively from the National Bobblehead Hall of Fame and Museum, an official licensee of the University of Iowa and the University of Minnesota. “We’re excited to unveil this limited-edition Iowa vs. Minnesota Rivalry Bobblehead ahead of tomorrow’s game in Minneapolis,” National Bobblehead Hall of Fame and Museum co-founder and CEO Phil Sklar said. “This bobblehead will be the perfect way for Iowa and Minnesota fans, alumni, students, faculty, and staff to show off their school and state pride!” Each bobblehead is individually numbered to 2,024, and they are now available at this link in the National Bobblehead Hall of Fame and Museum’s Online Store. The bobbleheads, expected to ship in January, are $50 each plus a flat-rate shipping charge of $8 per order. The unique Floyd of Rosedale trophy, introduced in 1935 and awarded to the winner of the game, is a giant bronze pig commemorating its namesake. After the 1934 matchup was filled with controversy over the treatment of Iowa star running back Ozzie Simmons, the lead-up to the 1935 game was filled with back-and-forth barbs. To lighten the mood, Minnesota Governor Floyd Olson sent a telegram to Iowa Governor Clyde L. Herring on game-day morning, which read, “Minnesota folks are excited over your statement about Iowa crowds lynching the Minnesota football team. I have assured them you are law-abiding gentlemen who are only trying to get our goat. … I will bet you a Minnesota prize hog against an Iowa prize hog that Minnesota wins.” The Iowa governor accepted, and Minnesota won the incident-free game, 13-6. Governor Herring obtained an award-winning prize pig, which had been donated by Allen Loomis, the owner of Rosedale Farms. Dubbed Floyd after Minnesota Governor Olson, a few days later, Governor Herring collected “Floyd of Rosedale” and personally walked him into Governor Olson’s carpeted office. Floyd died of cholera just eight months after making headlines. Since the two schools could not continue wagering a live pig, Governor Olson commissioned Saint Paul sculptor Charles Brioschi to capture Floyd’s image. The result is a 98-pound bronze pig trophy, which is 21 inches long and 15 inches high. Tied for the fourth-longest rivalry in the Big Ten Conference, Iowa, and Minnesota have been squaring off on the football field since 1881. Minnesota leads the all-time series, 63-52-2, but the Hawkeyes have won eight of the last ten meetings and 15 of the last 20. The Golden Gophers snapped an eight-game losing streak to the Hawkeyes with a 12-10 upset victory last year in Iowa City. One of the most notable games in the rivalry was in 1960 when No. 1 Iowa and No. 3 Minnesota – both undefeated – played for the Big Ten championship, the 1961 Rose Bowl berth, and the No. 1 ranking. Minnesota won the game, 27-10.
Saluting Women in Material Handling: Champions of Industry Innovation and Excellence
As the material handling industry evolves and grows, so do the ranks of professionals within the business. This month, Material Handling Wholesaler spotlights some women’s work in the material handling industry. Those who participated in the article talked about their history in the business, shared thoughts on where the industry is today, and discussed changes they envision in the near future. Jeannette Walker Walker, currently the CEO of MHEDA got her start in material handling in 2001 thanks to a conveniently located business. Intrupa manufactured parts for forklifts and was just a mile from her home in suburban Chicago. After passing the operation on a longer commute, Walker decided to apply. When she was offered a job as an assistant to the CEO, Walker decided to go for it. “I took it and worked my way up,” she said. TVH acquired the business in 2006, and Walker stepped in to implement marketing during the acquisition and grew into other roles from there. Following her experience in leadership at TVH, Walker took on the role with MHEDA. She worked with former CEO Liz Richards for six months before taking the reins in July. “She did anything and everything she could,” said Walker of Richards’ help with the leadership transition. According to its website, MHEDA is the Material Handling Equipment Distributors Association, a non-profit trade association dedicated to serving all segments of the material handling business community. As to the current economy, Walker said the feeling for 2025 is “cautiously optimistic.” At a recent meeting of MHEDA’s board of directors, Walker identified several impactful trends. “The economy is number one,” she said, adding that the market is normalizing, although situations vary by region. “We talked a lot about consolidation in the market and what that means,” said Walker of the leadership discussion. Automation and AI continue to be among top-of-mind for MHEDA members, particularly with a universal talent gap in the industry, according to Walker, who said technology is helping fill the need in some spaces. She reflected that career paths for women in material handling vary. Still, the industry seems to be filled with professionals who are open to sharing information and through that, helping others succeed. According to Walker, there continues to be a growing number of women taking up leadership roles in the material handling industry. “I think it’s evolving very rapidly,” she said. MHEDA will also host a “Women in Industry” conference this fall. The event will be held November 6 and 7 in Rosemont, Ill., and registration is still open, according to Walker. Walker says the session will include topics important to women in the business. “There is also a leadership focus,” she said. Registration information can be found online at www.mheda.org. Candi N. Powers As a teenager, Candi Powers aspired to become a doctor. In pursuit of that dream, she traveled to Nashville, TN, enrolled in medical courses, and became an intern. In the meantime, her father, Henry M. Powers, and wife, Darlene Powers, were busy building a business. That business, focusing on developing and manufacturing new products for the materials handling industry, led him to develop a vertical lift that would propel his company’s success in the industry. To grow his new business into the innovative powerhouse now known as Custom Industrial Products (CIP), Henry Powers surrounded himself with the people he trusted most…his family. Candi Powers began her career with CIP advancing the materials handling cart division where she managed clients in hospitality, a critical industry that was the first to apply vertical lifts for improving operational efficiency and safety. She worked long and hard, eventually earning the crucial position of Material Control Manager. As Ms. Power’s responsibilities grew, so did her passion for solving unmet needs in materials handling. Besides the hospitality industry, CIP vertical lift systems began to make a difference in warehousing and distribution, government, automotive, retail, education, aerospace, and more. There were so many applications that CIP’s line of vertical lifts expanded to accommodate and adapt to a variety of space requirements, load and weight needs, height restrictions, safety concerns, workflow integrations, and environmental considerations. “I am one of the lucky ones who found a place where I could thrive and help others,” states Ms. Powers. “So instead of helping patients with their health, I’m helping people with the health of their business and with their workers’ safety.” Candi Powers became President of CIP in 2021 after helping the company weather the pandemic. In 2023, Henry Powers passed away, leaving a legacy of innovation and excellence in industrial duty manufacturing as well as a corporate headquarters in Melbourne, FL, with 50 employees and 126,000 square feet of space for fabrication, welding, powder coating, engineering, administrative, and storage. Candi Powers took the reins as CEO to continue and expand her father’s legacy. Henry Powers was a masterful mentor. In addition to the deep work values and ethics he instilled in Candi Powers as a child, he worked side by side with her at CIP, teaching Ms. Powers manufacturing insights, design and engineering, sales and marketing, and managing people. As Ms. Powers sees it, people are the most important part. “Dad really cared for all those around him,” recalls Candi Powers. “He was accessible and everyone’s go-to person for help. His example inspired me to listen and lead.” Today, Candi Powers works side-by-side with CIP President (and brother) Chris Powers to usher in the next generation of CIP products and solutions. In 2024, they launched CIP Lifts as Custom Industrial Products’ flagship product line with new vertical lifts that are expanding the envelope and applications of what a VRC or materials handling lift can do. “We are continuously improving every aspect of our operation from customer service and design to production turnaround and quality superiority,” states Ms. Powers. “The minute a call comes in, our multi-interdisciplinary team is assessing and addressing customer needs before customizing a solution that only CIP can provide…faster…smarter…better.” Megan Brune Brune got her start in material handling
Dealers Embrace Sustainability: Managing Resources & Environmental concerns
In the past few years, the material handling industry has seen a significant shift toward sustainability, driven by the need to better manage resources and address environmental concerns. The concept of the circular economy is driving this shift for dealerships. This mindset emphasizes maximizing the use of equipment and its parts, reducing waste, and establishing processes that ensure equipment and components stay in service for as long as possible. As we enter Q4 of 2024, it’s clear that circular economy practices aren’t just a passing trend. They’ve become a key part of the evolving material handling industry. Companies increasingly adopt these practices to meet regulations and customer expectations, reduce costs, enhance sustainability, and foster innovation. Circular Economy Defined The circular economy is a system that aims to keep resources in use and get the most value out of them, unlike the traditional “take-make-dispose” approach. In a linear economy, products are made from raw materials, used, and then thrown away. Conversely, the circular economy aims to keep resources in use for as long as possible, get the maximum value from them, and then recover and regenerate materials at the end of their life. Key strategies of the circular economy involve designing products and components for durability, ensuring they last longer, are easy to repair, and can be upgraded. Another important approach is remanufacturing and refurbishing, which focuses on restoring used products and components to a like-new condition. Additionally, recycling and material recovery play a crucial role by reclaiming raw materials from used products and reintegrating them into the manufacturing process. Circular Economy in the Material Handling Industry The material handling industry is well-positioned to benefit from circular economy practices. Forklifts, conveyors, and automated systems combine heavy use with long lifespans, making them perfect candidates for strategies like remanufacturing, refurbishing, and recycling. Remanufacturing and refurbishing are becoming more common in the material handling industry. Companies are offering refurbished forklifts, pallet jacks, and other equipment as cost-effective and environmentally friendly alternatives to buying new ones. These refurbished machines are restored to a high standard and often come with warranties similar to those of new equipment, giving customers reliable and affordable options. Recycling is another vital part of the circular economy in material handling. Companies are finding innovative ways to recover valuable materials from equipment that has reached the end of its life. Metals, plastics, and other materials are extracted and recycled, reducing the need for new raw materials. This lessens the environmental impact and lowers costs tied to getting new materials. Some manufacturers are even developing programs to take back used products from customers, ensuring that valuable materials are recovered and reused in the production process. This approach helps reduce the industry’s overall carbon footprint and supports a more sustainable supply chain. Circular Economy for Forklift Replacement Parts Remanufactured forklift parts offer several key advantages that can drive sales, boost your dealership’s profitability, and enhance customer satisfaction. Cost savings are a primary driver. Remanufactured parts typically cost 30-50% less than new OEM parts, offering a more affordable option for your customers, particularly those with budget constraints. This price advantage can lead to increased sales volume. Because the cost of refurbishing used parts is generally lower than manufacturing new ones, your dealership can enjoy higher profit margins on these parts. Quality assurance is crucial for your customer’s confidence. High-quality remanufactured parts are rebuilt to meet or exceed original OEM specifications, ensuring reliability and performance comparable to new parts. Offering warranties on these parts gives your customers peace of mind, reducing perceived risk and making them more likely to purchase. Another significant benefit is availability and lead times. Remanufactured parts can often be sourced more quickly than new parts, especially for older or discontinued models, reducing customer equipment downtime. Faster lead times also help dealerships respond to urgent customer needs, improving service levels and satisfaction. Promoting the sustainability of remanufactured parts can appeal to your environmentally conscious customers. These parts reduce waste and lower energy consumption, contributing to a circular economy. Highlighting your dealership’s commitment to sustainability by promoting remanufactured parts can enhance your company’s image and attract loyal customers. Offering reliable, cost-effective solutions like remanufactured parts enhances customer trust and relationship building. Educating your customers on the benefits, including their performance and value, helps overcome hesitations, leading to repeat business and referrals. Additionally, remanufactured parts can extend the life of older forklift models, allowing your customers to maximize their investment in their existing equipment, another great selling point for remanufactured parts. When it comes to remanufactured replacement parts for forklifts, you can incorporate these elements into your dealership’s strategy, not only to increase parts sales and profitability but also to position your dealership as a trusted partner in maintaining and extending the life of your customers’ forklift fleets, ultimately enhancing their satisfaction. Looking Ahead As the material handling industry evolves, adopting circular economy practices will likely accelerate. Regulatory pressures, customer demand for sustainable solutions, and the need to reduce costs will drive further innovation and integration of these practices. Companies that embrace the circular economy will be well-positioned to lead the industry into a more sustainable and prosperous future. The rise of circular economy practices in the material handling industry represents a significant shift towards more sustainable and efficient operations. By focusing on these strategies, companies can reduce their environmental impact and unlock new opportunities for growth and customer engagement. About the Author: Chris Aiello is the Business Development Manager at TVH Parts Co. He has been in the equipment business for 17-plus years as a service manager, quality assurance manager, and business development manager. Chris now manages a national outside sales team selling replacement parts and accessories in various equipment markets such as material handling, equipment rental, and construction/earthmoving dealerships.
Iowa vs. Iowa State rivalry Bobblehead unveiled to celebrate Saturday’s Game
This morning, the National Bobblehead Hall of Fame and Museum unveiled a limited-edition Iowa Hawkeyes vs. Iowa State Cyclones Rivalry Bobblehead ahead of Saturday’s game between the two rivals in Iowa City. The bobblehead features Iowa’s mascot, Herky the Hawk, and Iowa State’s mascot, Cy the Cardinal, with a replica Cy-Hawk Trophy. The bobblehead commemorates the longtime football rivalry, which has awarded the Cy-Hawk Trophy to the winning team since 1977. The special edition bobblehead, numbered up to 2,024, will be released in conjunction with the 71st meeting between the Hawkeyes and Cyclones on Saturday, September 7th, at Kinnick Stadium in Iowa City, Iowa. It is available exclusively from the National Bobblehead Hall of Fame and Museum, an official licensee of the University of Iowa and Iowa State University. Standing side-by-side on a football field base that reads “HAWKEYES” in one end zone and “CYCLONES” in the other end zone, Iowa mascot Herky the Hawk and Iowa State mascot Cy the Cardinal are wearing their respective uniforms while giving the No. 1 signal. Positioned in between Herky and Cy is a replica of the Cy-Hawk Trophy. The front of the base features the logos for each team. With a combined enrollment of nearly 70,000 students, Iowa and Iowa State compete with each other in the Iowa Corn Cy-Hawk Series, which awards points for athletic victories over the different universities. The schools also compete for the Cy-Hawk Trophy in football. The teams first met on the gridiron in 1894, and Iowa has won seven of the last eight matchups to increase its lead in the all-time series to 47-23. The Hawkeyes won last year’s meeting in Ames, 20-13, giving longtime Iowa coach Kirk Ferentz his 200th career victory. “We’re excited to unveil this limited-edition Iowa vs. Iowa State Rivalry Bobblehead ahead of tomorrow’s game in Iowa City,” National Bobblehead Hall of Fame and Museum co-founder and CEO Phil Sklar said. “This bobblehead will be the perfect way for Iowa and Iowa State fans, alumni, students, faculty, and staff to show off their school and state pride!” The National Bobblehead Hall of Fame and Museum, located at 170 S. 1st. St. in Milwaukee, Wisconsin, opened to the public on February 1st, 2019. The HOF and Museum also produce high-quality, customized bobbleheads for retail sales and organizations, individuals, and teams nationwide. The bobbleheads are now available at this link in the National Bobblehead Hall of Fame and Museum’s Online Store. The bobbleheads, expected to ship in January, are $50 each, plus a flat-rate shipping charge of $8 per order.
Vital and Advanced: Access Control Group’s Fleet Management Solutions
Access Control Group, a provider of industrial asset management solutions, continues to revolutionize the industry with its flagship products, Vital and Advanced. Since their introduction, these innovative fleet management systems have transformed how businesses monitor and optimize their powered equipment fleets. Vital, the company’s entry-level solution, offers a versatile and cost-effective approach to asset tracking. It features precision hour meter readings, impact detection, and real-time GPS tracking. Vital’s harness-based system connects to vehicle inputs through an SSI, making it ideal for businesses of all sizes looking to improve their operational efficiency. Building on Vital’s capabilities, Advanced offers a more comprehensive fleet management solution. It includes features such as operator RFID authentication, certification tracking, and OSHA-compliant safety checklists. Advanced also provides fleet usage monitoring and productivity metrics, making it a powerful tool for businesses looking to maximize their fleet’s productivity and safety. Both Vital and Advanced integrate seamlessly with Access Control Group’s AssetPro 360 platform, allowing for detailed analytics and reporting. This integration enables businesses to make data-driven decisions about their fleet management strategies, potentially leading to significant cost savings and efficiency improvements. The continued success of Vital and Advanced underscores Access Control Group’s commitment to innovation in the fleet management sector. As businesses increasingly seek ways to optimize their operations and reduce costs, these products continue to play a crucial role in shaping the future of industrial asset management.
TVH Parts Co. leads the way in sustainable business practices
TVH Parts Co. has called the greater Kansas City area home for almost 20 years as the company’s Americas Headquarters is located in Olathe, KS. TVH is committed to being the one-stop shop for parts & accessories in the material handling, industrial, and light construction industries. Originally founded in Belgium, TVH has a global presence with over 90 branches worldwide and continues expanding into new markets. During TVH’s time in Olathe, they have been an active community member and continue pushing sustainability within the industry. TVH promotes internal and external sustainability by creating programs to help the environment while striving to be a good corporate citizen. With many domestic and international locations, TVH actively promotes a sustainable environment in all its facilities. Switching to biodegradable cups and utensils has been a great start in reducing waste on everyday items. LED lights have helped reduce energy consumption within offices and are continually being added to facilities to help reduce TVH’s carbon footprint. The Olathe office has been working towards adding car chargers to the parking lot to promote the use of electric vehicles and decrease carbon emissions. TVH has demonstrated a solid commitment to environmental stewardship through these sustainable practices, inspiring employees to adopt greener habits. TVH encourages employees to prioritize sustainability through the internal program Think Green. Think Green promotes the conservation of natural resources and strives to support environmental improvements that foster a clean, safe, and sustainable place to live and work. The program is dedicated to reducing TVH’s environmental impact and acts as an advocate within the company. TVH supports the local community through the Adopt-A-Street program, holding street cleanups to minimize pollution. Along with events, the program also sends informational emails to employees about recycling, energy conservation tips, and other environmental events going on in the community. Through these emails, employees can learn to promote sustainability at the office and in their daily lives outside of work. Another building block of TVH’s sustainability is the remanufactured parts program. This program involves restoring used parts to like-new condition, which reduces waste and provides customers with sustainable shopping options. Various parts, from engines to electronics, can be remanufactured, offering customers multiple alternatives for the parts they need. By encouraging customers to send in their used parts, TVH helps reduce parts waste nationwide and promotes the importance of sustainability to the customer base. TVH is continually promoting sustainability to its employees and customers by implementing eco-friendly practices, reducing carbon emissions, and encouraging the use of renewable energy sources. Additionally, they foster a culture of environmental responsibility through internal programs and awareness. TVH is proud to call Olathe, KS, home and is excited to be a part of the community by actively participating in local events, supporting community initiatives, and contributing to the well-being of the greater Kansas City area.
Motion enters agreement to purchase Industrial Products Distributor
Motion’s Market Expanding in Canada Motion Industries, Inc. signed a definitive purchase agreement to acquire the operating assets of Canadian-based LSI Supply Inc. and its sister company 273 Ontario (which trades as LSI). The transaction is expected to close later this month, subject to customary closing conditions. Headquartered in Windsor, Ontario, LSI Supply has five area locations and distributes bearings, seals, power transmission and fluid power components, and industrial supplies. Industries served include agriculture, automotive, food & beverage, marine, plastic injection, renewable energy and tool & die. LSI also provides maintenance supplies for the military and wastewater services. Jordan Sharpe, President of LSI said, “We are thrilled to join the Motion team and look forward to contributing to the company’s growth. With Motion, our offerings will be broader and deeper than ever, raising our customer service to new heights.” “This acquisition will broaden our leadership position in eastern Canada,” said James Howe, President of Motion. “LSI’s talent, offerings and markets complement Motion’s perfectly. The business culture is an especially good fit, which is critically important when joining forces and providing premier customer service. We look forward to welcoming LSI’s 30+ employees and creating significant opportunities for our teammates and supplier partners, which will increase value for our customers.”
Isn’t it time to differentiate equipment and parts sales?
In one of my past editions, I shared that dealers sometimes struggle to differentiate the role of an equipment sales rep and the role of a customer service sales representative. Too often, I see these positions rolled up into one function, and I believe these roles should always be separate functions and separate salespersons. Where an equipment salesperson’s objectives are the targeting and identifying of new equipment opportunities, along with quoting and selling of new/used equipment, if they are also tasked with selling service agreements, aftermarket parts, and providing service support, that could lead to not having enough focus on one function over the other. I believe having dedicated customer service sales representatives will allow your dealership to provide focused and professional aftermarket parts support, along with dedication to targeting and obtaining service agreements and upselling service repair quotes. Success as a customer service sales representative hinges on a blend of interpersonal skills, strategic sales acumen, and knowing your product and service offerings while staying abreast of industry trends. Let’s explore some of these skills and areas of focus. Develop and Nurture Customer Relationships First and foremost, building and maintaining strong relationships with customers is the foundation of success in this role. This is accomplished most effectively through frequent on-site visits to customers’ locations. These interactions foster trust and loyalty, setting a foundation for long-term partnerships. Listening actively and responding empathetically to customer needs and complaints is essential in efficiently resolving product or service issues, ensuring your customers are satisfied and expectations are met. Whether promoting service agreements or safety programs, delivering products, or handling follow-up visits on PM services, the customer service sales rep should strive to exceed customers’ expectations by providing exceptional service and support at all of your dealership’s customer experience touchpoints. When targeting new business, the initial contact with a prospective customer should be personable and professional while demonstrating genuine interest in their company. They should follow up consistently with valuable information or assistance rather than just sales pitches or spamming them with sales and product literature in their email inbox. This approach will help establish trust and demonstrate their commitment to the success of the prospective customer’s business. CRM Systems and Communication Effective communication is another cornerstone of success in this role. The ability to effectively communicate through various channels, including phone, email, and face-to-face meetings, will help them stay connected and responsive to your customer’s needs. Your customer service sales representatives must be adept in verbal and written communication as they will be tasked with preparing and presenting proposals, quote recommendations, and presenting and promoting new products and service offerings. Additionally, these customer service sales reps should display confidence and persistence in their communications, especially when it comes to new business development in cold calling prospects. This effort is vital for promoting your dealership’s services, parts, aftermarket and allied products, and rental offerings. Ask your customer service sales representatives if they know your dealership’s value proposition and if they can articulate it clearly and persuasively to convert prospects into loyal customers. CRM systems are essential for managing itineraries, call reports, prospecting activities, and maintaining accurate customer records. Keeping detailed records of customer interactions and follow-ups ensures no opportunity is missed and each customer receives proper attention. Accurate CRM management keeps customer information current and accessible, facilitating better service and follow-up. In my opinion, the effectiveness and use of your CRM systems will determine the success of your customer service sales representatives. Furthermore, working closely with your dealership’s equipment sales representatives and other departments is essential to covering the territory effectively as a customer service sales representative. This collaboration is made possible if all departments within the dealership are on the CRM and will help you provide a seamless experience for your customers, demonstrating that your dealership is a valued partner to your customers. Product and Industry knowledge Your customer service sales representatives should know or be provided the training to understand forklift maintenance and repair. This is crucial for building credibility and trust with customers and prospects. They must be prepared to answer technical questions and provide informed advice to your customers. You should provide continuous professional development for your customer service sales representatives by having them participate in OEM product training, other personal development programs, and industry training. Keeping abreast of industry trends and advancements will ensure they remain a valuable resource to your customers. Be a ‘student of the industry!’ Understanding what your competitors offer and identifying their strengths and weaknesses allows your customer service sales representative to position your dealership more effectively. As stated earlier, clearly articulating what sets your dealership apart, whether it’s superior service, competitive pricing, or comprehensive support, is essential for your customer service sales representatives, especially regarding attracting new business. To excel at your dealership, your customer service sales representatives must take a strategic approach to customer relationships, effectively use CRM systems, and collaborate seamlessly with team members and other departments. By prioritizing customer satisfaction, staying updated with industry trends, and continuously improving through professional development, you can significantly grow sales volume and establish your dealership as an indispensable partner for your customers. About the Author: Chris Aiello is the Business Development Manager at TVH Parts Co. He has been in the equipment business for 17-plus years as a service manager, quality assurance manager, and business development manager. Chris now manages a national outside sales team that sells replacement parts and accessories in various equipment markets, such as material handling, equipment rental, and construction/earthmoving dealerships.
Intella Parts searches for the oldest Toyota forklift
For over 86 years, Toyota has built a reputation for reliability, innovation, and leadership in the automotive and industrial sectors. The iconic Toyota Corolla, with over 50 million units sold worldwide and the best-selling car in history, underscores the brand’s exceptional success in the automotive industry. Beyond its prominence in passenger vehicles, Toyota has also established itself as the leading forklift brand globally. With an estimated market share of 28.44%, businesses worldwide rely on Toyota forklifts for their robust performance, reliability, and efficiency. Toyota forklifts are crucial in enhancing operational efficiency and productivity from warehouses to distribution centers and manufacturing facilities. In daily operations, we often encounter remarkably old units that are still working well. Last year, Intella Parts held a contest to determine the oldest-running Hyster forklift. The winner was a 1945 Hyster model KD KarryKrane owned by Phillip DeLuna from Public Steel in Amarillo, TX. The question arises: What is the oldest Toyota forklift that is still operational? How to participate: Email Intella Parts your photos to oldestforklift@intellaparts.com, along with details about the forklift’s year, stories, and some interesting facts about the unit. If possible, include a picture of the plate. The winner will receive a $100 gift certificate for Intella Parts, a $100 Visa gift card, and bragging rights as the owner of the oldest Toyota forklift.
Are your parts and service managers “Long-term relationship builders”?
It is hard to believe we’re already well past the first half of 2024! Time is flying, and I hope everyone is hitting their sales, customer experience, and satisfaction goals. As we progress into the latter part of the year, it’s important to take a moment to reflect on our accomplishments, reassess our strategies, and gear up for the challenges ahead. This month’s edition let’s explore the topic of managing customer expectations and how you can enhance your service delivery to stay ahead of your competition. Parts and Service Managers at your dealership are at the forefront of customer interactions and play a critical role in maintaining the efficiency and reliability of your customer’s lift truck operations. One of the key challenges they face is managing your customer’s expectations, particularly when it comes to parts, service, and other aftermarket activities. Getting this right not only ensures customer satisfaction but also strengthens your dealership’s reputation and builds long-term loyalty. In June’s edition of Material Handling Wholesaler, I discussed how the success of your dealership hinges not only on the quality of products and services you sell but also on the seamless collaboration between the different departments within your dealership. Also, siloed departments within your dealership can impede efficiency, communication, and ultimately, customer satisfaction; breaking down these silos is essential for thriving in today’s landscape within our industry. Fundamentally, the quality of the relationship you have with your customer, your grasp of their needs, and the effectiveness of your communication is vital. How your various departments interact with your customers must be perceived as genuine, dependable, and credible. Failure or reluctance to communicate to your customer, especially when for example there are delays in parts or service delivery, or there are additional costs that were not initially anticipated, can cause customer dissatisfaction and failure to meet their expectations. Here are some ways we can effectively manage these expectations. Clear Communication is Key Communication is the foundation of managing expectations. From the moment a customer contacts your dealership, they need clear, transparent information about the services and parts you offer, costs, and expected timelines. Miscommunication can certainly damage your credibility. Effective communication is essential for managing customer expectations. This begins with providing detailed quotes that are comprehensive and include all potential costs—labor, parts, and any additional fees. Transparency in quotes prevents surprises and builds trust with your customers. Additionally, drafting clear service agreements that outline the scope of work, timelines, and service levels is crucial. Ensuring your customers understand these terms before starting any work sets a solid foundation for mutual expectations. Finally, keeping your customers informed about the status of their service requests through regular updates is vital. This consistent communication helps manage expectations, especially if there are delays or additional work required. Set Realistic Expectations Setting realistic expectations is crucial. Honesty about what your team can achieve and within what timeframe will always work in your favor. Before committing to a job, assess the situation thoroughly and advise your customers on what can realistically be done, including evaluating part availability and repair timeframes. Be upfront about potential limitations or delays; if a part is backordered, inform the customer of the expected delivery time and any available alternatives. Additionally, help your customers prioritize their needs based on urgency and impact, as not all requests are equally critical. Managing this can help set realistic expectations about response times and service delivery. Building Long-Term Relationships I came across an industry colleague’s profile the other day on LinkedIn. His job title was: Long Term Relationship Builder! How clever is that! But it speaks to exactly the point here, managing customer expectations is about more than just the immediate service interaction. It’s about building long-term relationships based on trust and reliability. Satisfied customers are more likely to return and recommend your products and services to others. After completing a service job, follow up with your customers to ensure they are satisfied, demonstrating your commitment to quality and customer care. Additionally, you could implement loyalty programs that reward your repeat customers with discounts on future services or priority scheduling for urgent repairs. Finally, understand the unique needs of each customer and tailor your services accordingly, as personalized service can significantly enhance customer satisfaction and loyalty. Leverage Technology Implement customer portals that can be accessed through your company’s website where your customers can track the status of their service requests, view service history, and communicate with your team. Additionally, integrate feedback systems to gather customer input on their service experience, using this feedback to make continuous improvements and show customers that their opinions are valued. For Parts and Service Managers at your dealership, managing customer expectations is a crucial part of their role. By focusing on clear communication, setting realistic expectations, providing consistent quality, leveraging technology, and building long-term relationships, you will not only meet but exceed your customer expectations. This approach fosters trust, loyalty, and long-term success for your dealership. About the Author: Chris Aiello is the Business Development Manager at TVH Parts Co. He has been in the equipment business for 17-plus years as a service manager, quality assurance manager, and business development manager. Chris now manages a national outside sales team selling replacement parts and accessories in various equipment markets such as material handling, equipment rental, and construction/earthmoving dealerships.
Herky on Parade 20th Anniversary Bobblehead Series unveiled
This morning, the National Bobblehead Hall of Fame and Museum, in conjunction with the University of Iowa and Think Iowa City, unveiled 25 officially licensed, limited-edition bobbleheads commemorating the 20th anniversary of Herky on Parade. The bobbleheads are replicas of the statues that are currently on display throughout the Iowa City area featuring University of Iowa’s beloved mascot Herky the Hawk, who celebrated his 75th birthday on September 1st, 2023. The special edition bobbleheads are being produced by the National Bobblehead Hall of Fame and Museum, an official licensee of the University of Iowa. The series includes 25 bobbleheads replicas of the Herky on Parade statues and a Paint Your Own Herky Bobblehead that allows people to create their own unique Herky on Parade Bobblehead. The bobbleheads included in the series are 25 Years of Captain Kirk, Alumni Band Herky, Can’t Believe it’s Butter Herky, Cartoon Herky, Color Me Herky, Construction Herky, Dr. Grant Herky, Farm Strong Herky, From the Logo Herky, Game Day Herky, Golden Herky, Handcrafted Herky, Hayden Herky, Herk’s Anatomy, Herky in the Wildflowers, Herky’s Salute to Service, Iowa Prairie Proud, Just Herky, Lunch Lady Herky, Old Gold Herky, Paint Your Own Herky, Perspectives, Scout Herky, We Can Do It Iowa, Wrestler Herky, and Yoda. Standing on a rectangular, gray, stone-like base, the Herky the Hawk bobblehead has his right fist up high, “ready to charge.” Each bobblehead is individually numbered to only 2,024 and is only available through the National Bobblehead Hall of Fame and Museum’s Online Store. The bobbleheads, which are expected to ship in November, are $40 each, plus a flat-rate shipping charge of $8 per order. A set of all 26 is available for $1,000. Some of the proceeds benefit the University of Iowa and Think Iowa City. Twenty years after the original parade, the third edition of Herky on Parade returned in May 2024. The wildly popular cooperative effort between the University of Iowa Department of Athletics, the Cities of Iowa City, Coralville, North Liberty, Solon, and Tiffin, Think Iowa City, and Iowa City Area Sports Commission debuted in 2004 and was re-introduced in 2014. In honor of his 75th birthday, Herky made his appearance across Johnson County with 100 new 6-foot-tall statues for all to enjoy. The number of statues was boosted from the originally planned 75 due to an influx of designs and a demand for statues from sponsors. In the largest public art project Iowa has ever produced, the Herky statues were painted by local and regional artists. They hit the streets for public display on Wednesday, May 1st. The statues will be taken down during the last week of August before FRYfest. Anyone can buy a Herky for $5,000 – although over 50 percent have already been spoken for. Statues not sold will go to auction, with proceeds going to the Iowa City and Clear Creek Amana community school districts in support of art education programs and camp costs for low-income students. “It’s hard to believe that it has been 20 years since we first ‘took to the streets’ with Herky on Parade in 2004,” Think Iowa City president Josh Schamberger said in a statement. “In 2014, Herky, the mascot, got a new makeover, which we celebrated with the rollout of Herky on Parade 2.0. I recall several of us joking about how we’d be too old to do this again on a 20th anniversary. Well, here it is ten years later, and we’re energized and excited to do it all over again. It coincides perfectly with Herky’s 75th birthday celebration.” Created by journalism instructor Dick Spencer and first drawn as a cartoon in 1948, Herky made his mascot debut at an Iowa football game in 1959. An immediate hit, Herky acquired his name in a statewide contest. John Franklin came up with the winning suggestion as a reference to Hercules. Since his first appearance, Herky has become a familiar figure at University of Iowa athletic events – home and away. He can also be seen at events throughout the Hawkeye State during the year, including the Iowa State Fair, parades, grand openings, charity events, and weddings. Herky has become a regular representative of Iowa athletics in national mascot competitions, advancing to the national finals in 2006 and 2008. “We are excited to release these very special Herky on Parade bobbleheads that are replicas of the awesome statues that can be found throughout the Iowa City area,” National Bobblehead Hall of Fame and Museum co-founder and CEO Phil Sklar said. “Herky has been a staple at the University of Iowa for generations and is loved by Hawkeye fans, young and old. We know these bobbleheads will become collectibles that are passed down to future generations of Hawkeyes fans through the state of Iowa and beyond.”
3M announces departure of Chief Financial Officer
3M announced today that Monish Patolawala, President and Chief Financial Officer, will resign effective July 31, 2024, to pursue another opportunity. Mr. Patolawala will stay on through July 31, 2024, to ensure an orderly transition. “On behalf of all 3Mers, I thank Monish for his leadership and contributions to 3M over the past four years,” said William Brown, 3M Chief Executive Officer. “We wish him continued success in his future endeavors.” “It has been a privilege to work as part of 3M’s leadership team, and I am proud of our accomplishments,” said Mr. Patolawala. “3M is well positioned for success, and this is the right time for me to transition to a new opportunity.” 3M has initiated a CFO succession process and will provide updates as appropriate.