A home run for Bigfork: Community impact project transforms local baseball field
ARA, Toro Company Foundation, Local volunteers step up to the Plate for Area Youth The American Rental Association (ARA) Foundation, in partnership with The Toro Company Foundation, Flathead County Parks and Bigfork Baseball Association, completed a Community Impact project in Bigfork, Montana to benefit Aero Lane Park, a local baseball field. On September 27, volunteers from all four organizations worked together to enhance and upgrade the baseball diamond and park amenities. This included creating a new infield, new backstop fencing, refurbished bleachers and dugout benches as well as beautification updates throughout the park. “Creating high-quality playing fields is crucial to the ballplayers’ experience. ARA members from the local community and across the northwest region stepped up to the challenge, using their professional talents and equipment to transform the field and beautify the park,” said Judson McNeil, ARA Foundation director of programs and fundraising. To complete the work at the field, volunteers from ARA, The Toro Company Foundation and representatives from seven northwest regional and local rental operations turned out. The volunteers moved grass, replaced and stained bleachers, installed new gravel in the dugouts and parking areas, aerated the field and much more. All projects required the use of different equipment provided by local rental stores. “Having an outdoor space for our community’s youth to recreate, create memories, develop friendships and build character is an important aspect of our department,” said Chris Maestas, Flathead County Park director. “The generous monetary donation by ARA and Toro as well as the time and effort from their volunteers to improve a little league baseball field that is used heavily by the Bigfork community will have a lasting impact on the ball players and the community as a whole. Flathead County is fortunate to have the support of the groups and individuals who have stepped up to the plate to support our youth through parks and recreation.” The Bigfork project is the third Community Impact project the ARA Foundation has completed in partnership with The Toro Company Foundation in 2023. Planning is underway for the 2024 projects, visit the ARA Foundation website to learn more and submit an application.
WIT Index shows of DEI policies on the rise in transportation
Workplace cultures that are strong in diversity and inclusion have been linked in increased productivity, and companies in commercial freight transportation are increasingly formalizing diversity and inclusion (D&I) policies, according to the 2023 WIT Index. Developed by the Women In Trucking Association (WIT), the WIT Index is the industry barometer to benchmark and measure each year the percentage of women who make up critical roles in transportation. For the second year in a row, WIT has included in its 2023 WIT Index if participating companies have a formal Diversity & Inclusion (D&I) policy. Approximately 56.4% of companies confirmed their organization has a formal policy, showing a significant increase from 2022, while 19.3% say their company currently does not have a formal policy in place. Approximately 19.3% confirmed that their company is currently in the process of developing a formal D&I policy. In addition, the percentage of female leaders in transportation companies continues to increase, according to the 2023 WIT Index. The WIT Index shows that 31.6% of C-suite executives in transportation companies are women, 36.9% of company leaders are female, and 28.4% of boards of directors are women. “In recent years, many companies in transportation have made their D&I policies publicly available not only to provide transparency to potential job seekers on the importance of gender diversity to their corporate culture but also for customers and business partners,” said Jennifer Hedrick, president and CEO of WIT. “As a result, diverse and inclusive workplaces earn deeper trust and more commitment from their employees and key stakeholders.” Initiated in 2016, the WIT Index is based upon reported statistics by companies in transportation, including for-hire trucking companies, private fleets, transportation intermediaries, railroads, ocean carriers, equipment manufacturers, and technology companies. Data involving the 2023 WIT Index was confidentially gathered from January through April of 2023 from 350 participating companies of various sizes operating in the trucking industry. Percentages are reported only as aggregate totals of respondents rather than by individual company. For more information on the WIT Index and to download a full executive summary of the 2023 WIT Index findings, visit https://www.womenintrucking.org/index. Click Here for Prevalence of Diversity and Inclusion Policies
Q3 2023 new Industrial Manufacturing planned projects remain flat with 150 for September
SalesLeads has announced the September 2023 results for the new planned capital project spending report for the Industrial Manufacturing industry. The Firm tracks North American planned industrial capital project activity; including facility expansions, new plant construction and significant equipment modernization projects. Research confirms 150 new projects in September as compared to 151 in August and 140 in July. The following are selected highlights on new Industrial Manufacturing industry construction news. Industrial Manufacturing – By Project Type Manufacturing/Production Facilities – 139 New Projects Distribution and Industrial Warehouse – 90 New Projects Industrial Manufacturing – By Project Scope/Activity New Construction – 42 New Projects Expansion – 57 New Projects Renovations/Equipment Upgrades – 48 New Projects Plant Closings – 17 New Projects Industrial Manufacturing – By Project Location (Top 10 States) California – 11 Michigan – 11 Wisconsin – 10 Ohio – 9 Indiana – 8 Texas – 8 Pennsylvania – 7 Georgia – 6 Ontario – 6 New York – 5 Largest Planned Project During the month of September, our research team identified 19 new Industrial Manufacturing facility construction projects with an estimated value of $100 million or more. The largest project is owned by Cummins Inc., who is considering investing $3 billion for the construction of a battery manufacturing facility and currently seeking a site in INDIANA. Top 10 Tracked Industrial Manufacturing Projects ALBERTA: Packaging and paper product MFR. is planning to invest $584 million for the expansion and equipment upgrades on a manufacturing facility in HINTON, AB. They are currently seeking approval for the project. Completion is slated for Fall 2027. QUEBEC: Copper foil MFR. is planning to invest $514 million for the renovation and equipment upgrades on a manufacturing facility in GRANBY, QC. They are currently seeking approval for the project. Completion is slated for 2026. PENNSYLVANIA: Custom corrugated packaging products MFR. is planning to invest $500 million for the renovation and equipment upgrades on their multiple manufacturing facilities in PA. They are currently seeking approval for the project. OHIO: Air taxi MFR. is planning to invest $478 million for the construction of a manufacturing and warehouse facility in DAYTON, OH. They have recently received approval for the project. Construction is expected to start in 2024, with completion slated for 2025. NEW MEXICO: Semiconductor MFR. is planning to invest $300 million for the renovation and equipment upgrades on a manufacturing facility in RIO RANCHO, NM. They are currently seeking approval for the project. BRITISH COLUMBIA: Wood product MFR. is planning to invest $200 million for the construction of a manufacturing facility in HOUSTON, BC. They are currently seeking approval for the project. Construction is expected to start in 2024. OHIO: Global plumbing and heating equipment MFR. is planning to invest $200 million for the construction of a 180,000 SF manufacturing facility in SHALERSVILLE, OH. They are currently seeking approval for the project. Construction is expected to start in late 2023, with completion slated for early 2025. TEXAS: Solar panel MFR. is planning to invest $200 million for the construction of a 1-million sf manufacturing and distribution facility in WILMER, TX. They are currently seeking approval for the project. Completion is slated for 2024. VIRGINIA: Glass MFR. is planning to invest $155 million for a 360,000 SF expansion of their manufacturing and distribution facility in RIDGEWAY, VA. They are currently seeking approval for the project. Completion is slated for late 2025. FLORIDA: Aerospace company is planning to invest $150 million for the construction of a 200,000 SF manufacturing facility in TITUSVILLE, FL. They are currently seeking approval for the project. About IMI SalesLeads, Inc. Since 1959, IMI 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.
Husky wins Plastics Industry Association Bioplastics Innovation Award
The Plastics Industry Association (PLASTICS) announced Husky Technologies (Husky), as the winner of PLASTICS’ 2023 Innovation in Bioplastics Award. The announcement came as part of PLASTICS’ eighth annual, online #BioplasticsWeek awareness and education event. Husky won the award for their hot runner system, UltraMelt, which was engineered for the efficient and sustainable injection molding of bioresins. Bioresins, made in whole or in part from renewable biological resources, present unique challenges in injection molding. According to Husky, UltraMelt specifically addresses these challenges with non-reactive surfaces and stainless-steel components to preserve the sensitive chemistry of bioresin materials and minimize degradation. After rigorous testing and optimization, UltraMelt was introduced to the marketplace in 2022, becoming a pioneering solution for bioresin melt delivery. Patrick Krieger, PLASTICS’ Vice President of Sustainability congratulated Husky saying, “This is the first time PLASTICS has awarded an equipment company and their original technology for using more bioplastics, and I congratulate Husky on this achievement. Equipment design is complex and takes significant investment. The time and resources Husky spent on this technology speaks to the importance and potential of bioplastics in the plastics industry.” “On behalf of the Husky team I would like to thank you, the Plastics Industry Association, for this prestigious honor. Bioplastics, together with advancements in circular polymer processing, are key parts of Husky’s sustainability strategy. We are convinced that by working together as an industry we will turn challenges into opportunities. We will demonstrate that the circular economy is not just a buzzword but a reality”, said John Galt, CEO of Husky. “Polymers preserve and protect more effectively than any other substrate. They can be formed into an infinite number of shapes and sizes. They are lightweight and unbreakable. They have the lowest overall environment footprint. They keep consumer costs down. Investing and working together to building truly circular solutions is good for our industry, for our children and the planet.” A formal presentation of the Bioplastics Innovation Award will be made on the Sustainability Stage at NPE2024: The Plastics Show, which will take place from May 6-10, 2024, in Orlando, Florida. PLASTICS member companies interested in submitting innovations for consideration in the 2024 Innovation in Bioplastics Award competition can look forward to the opening of the submission window in May of 2024 at https://www.plasticsindustry.org/who-we-serve/plastic-recycling/bioplastics/innovation-in-bioplastics-award/.
Propane Council calls attention to energy resiliency for National Propane Day
The Propane Education & Research Council (PERC) is celebrating the second annual National Propane Day on October 7, 2023. National Propane Day is an opportunity to celebrate all the ways propane keeps America running and to highlight all the benefits propane offers to users everywhere, including material handling professionals. “By keeping both small and large material handling operations running, propane is the powerhouse of the U.S. supply chain,” said Jim Bunsey, director of commercial business development at PERC. Material handling operations throughout the U.S. have used propane for decades and continue to rely on it to provide 100 percent power. Propane can be safely used in well-ventilated structures both indoors and out to keep product moving while keeping the air free from harmful emissions. Today, propane can be found powering forklifts, terminal tractors, and light- and medium-duty vehicles. As a low-carbon, highly efficient, and reliable energy source, propane is an ideal choice to ensure warehouses and ports stay resilient. With the ability to power prime and backup generators, facilities can stay operational no matter the electric grid’s status. “National Propane Day is about recognizing the impact of propane on material handling operations throughout the nation,” said Bunsey. As part of National Propane Day, PERC is also celebrating the continued growth and production of renewable propane—an ultra-low carbon option that further moves the propane industry down the path to zero carbon emissions. Renewable propane is made primarily from plant and vegetable oils, animal fats, or used cooking oil. It offers the same great features as conventional propane—reliability, portability, and power—with the added benefit that it introduces no new carbon into the environment. For more information on how propane power material handling operations, visit Propane.com/material-handling.
ALAN announces 2023 Humanitarian Logistics Awards winners
The American Logistics Aid Network (ALAN) has announced the 2023 winners of its Humanitarian Logistics Awards. “Today we’re honored to recognize a few of the people and businesses that have been a beacon of hope during disasters like Hurricane Ian and the conflict in Ukraine, as well as those who work diligently to fight systemic disasters like food insecurity,” said ALAN Executive Director Kathy Fulton. “Their combined efforts have shown the power logistics has to make a difference in the lives of disaster survivors – and inspire us to grow this network of giving more and more each day.” This year’s recipients include: United States Cold Storage, which received ALAN’s Outstanding Contribution To Disaster Relief Efforts Award Flexport.org, which received ALAN’s Outstanding Contribution To Disaster Relief Efforts Award ARPCO Transport Services, which received ALAN’s Outstanding Contribution To Disaster Relief Efforts Award Scotlynn, which received ALAN’s Employee Engagement Award And Dr. Diego Vega, Associate Professor of Supply Chain Management and Social Responsibility and Director of the HUMLOG Institute at the Hanken School of Economics, who received ALAN’s Research And Academic Contribution Award. United States Cold Storage was honored for providing seven months of frozen warehouse space free of charge to store 150 pallets of frozen pork – enough to help the requesting non-profit feed 500,000 future disaster survivors. Flexport.org merited its award for delivering more than 74 million lbs of relief supplies to over 91 different countries since 2018, providing support to 100 million people – including survivors of the war in Ukraine, drought and regional instability in the Horn of Africa, and COVID-19. ARPCO Transport Services received its award for donating transportation services to move more than 350,000 pounds of food and supplies to Fort Worth Hope Center Food Bank to combat food insecurity. Scotlynn was honored for providing financial and volunteer services to community members, employees and a local food pantry following Hurricane Ian – and for supporting the National Guard’s emergency response operations by transporting relief materials throughout southwestern Florida. Dr. Diego Vega was lauded for his 12+ years of research and thought leadership into how different logistics services providers can contribute to the establishment of more efficient and effective humanitarian supply chains. He’s the creator and lead educator of the first Introduction to Humanitarian Logistics MOOC, a board member of the World Humanitarian Forum’s SCM programming board, and will help review the 2022-2026 UN’s Global Logistics Cluster strategy. “These outstanding honorees are living, breathing examples of what selfless logistics is all about,” Fulton said. “We are thrilled to recognize them today – and proud they represent an industry that takes action to uplift the well-being of disaster survivors around the globe.”
Women In Trucking Association announces its October 2023 Member of the Month
The Women In Trucking Association (WIT) has announced Lauren Keeney as its October 2023 Member of the Month. Keeney is a regional driver from S&H Express, Inc. based in York, PA. Keeney was inspired to earn her CDL while waiting at a traffic light. As she finished making Amazon deliveries for the day, she glanced at the tractor trailer beside her and saw a woman was behind the wheel. “I realized that if she could do it, I could too,” said Kenney. Shortly after, Lauren enrolled at the Shelly Truck Driving School in York, PA. Training Supervisor Bob Grimaldi remembers Lauren as someone who always in high spirits and quick to master even the most complicated material. “Lauren never shied away from a new challenge and never settled for good enough,” said Grimaldi, who has closely followed her career at S&H Express which is affiliated with Shelly Truck Driving School. “She wanted to be the best she could be, and she worked with her classmates to help them reach the same level.” S&H Express Recruiting Manager Andrea Whipple has known Lauren since they were teens working together at Tom’s Gas Station and says, “Lauren has always been a hard worker. Even as a kid, she strived to do better. She has one of the biggest hearts and would help anyone out, whenever.” Lauren’s desire to help others and her drive to succeed continues. In September 2021, after earning her CDL, Keeney signed with S&H Express. She has recently begun to train new drivers and is earning rave reviews. Last year, Dispatcher Tina Bailey assigned Keeney to an important dedicated account in Richmond, VA and Keeney has achieved 100% on-time service for the customer. “What is notable is that this is a five-times-per week York, PA to Richmond, VA run to a very difficult, very tight dock location,” said Bailey. “It’s a location that many other drivers have refused after their first run. Not Lauren, and she is always willing to help other drivers, even from other companies, who are having trouble backing into that customer location.” S&H Express Director of Operations Doug Forry adds, “Lauren has a bright future in trucking. She’s smart, determined, and always willing to go above and beyond in this male-populated industry. She is one of a kind!” Keeney’s advice for anyone who is thinking about trucking as a career, especially women, is to do their research stating, “talk to the director of a reputable school, ask to talk with a few of their graduates, and call the recruiting department of a small, large, and mega trucking company. Interview them and a few of their female drivers so that you can make an informed decision for yourself.” Further showcasing her love for the road, Keeney enjoys travel. Her York to Richmond assignment affords lots of opportunities to appreciate beautiful scenery and take note of sites that would be great for vacation.
What’s sinking your employee’s wellbeing? Five Titanic lessons for leaders to keep their crew afloat
The sinking of the Titanic stands as a tragic and haunting reminder of human fallibility. And, surprisingly, the parallels between the Titanic disaster and today’s workplace wellbeing cultures are striking. The Titanic, once deemed “unsinkable,” faced unforeseen challenges, inadequate preparation, and communication breakdowns – all factors that bear an uncanny resemblance to issues plaguing today’s workplaces. The correlation demonstrates that critical aspects of employee wellbeing, such as mental health, communication, and a feeling of psychological safety, impact the business’ management of risk, profitability and productivity no matter what the situation. This article embarks on a journey to unravel the synergy between the Titanic’s tragic narrative and the intricate tapestry of workplace culture to shed light on valuable lessons that can be applied to foster healthier, more resilient, and safer work environments. So, let’s explore the correlation between history’s most infamous shipwreck and the ever-evolving landscape of workplace wellness. Lack of Vision (mental health): The Titanic had binoculars hidden away in a locked cabinet. Yet, these crucial tools remained untouched throughout the voyage. The reason? A lack of confidence and the fear of consequences, because the ship was brand new, prevented the crew from breaking the glass cabinet to access them. Not feeling empowered to make the decision left them with severely limited vision, so they didn’t see the iceberg until it was too late. Just as the Titanic’s fate could have been different with better vision, business leaders today should heed this lesson and equip their talent with the necessary tools and insights to ensure forward vision and the confidence to take action. It’s not enough to thrive in the present; leaders must prepare for the future, recognizing that mental wellbeing directly impacts productivity, which directly impacts profits. This proactive approach guarantees that wellbeing programs and benefits remain effective and adaptable, capable of meeting the ever-evolving demands of the modern workplace. Communication Breakdown (setting expectations): Just as poor communication protocols and delayed response played significant roles in the Titanic disaster, within an organization, they can have a ripple effect that deteriorates the workplace culture. In the absence of clear communication channels, information isn’t adequately disseminated and feedback mechanisms fail, so employees’ access to vital support and resources become compromised. This, can lead to a decline in overall productivity. Much like the Titanic crew needed clear communication protocols to navigate expectations and obstacles, modern organizations must foster an environment of open and honest communication, where expectations are well-defined and readily accessible so employees can be fully engaged and effectively address the evolving demands of today’s workplace. In doing so, leaders not only enhance employee satisfaction, mental health, and productivity but also safeguard their profits from potential disasters on the horizon. Neglecting warning signs (leadership): The Titanic received several warnings about icebergs in its path, which were not adequately heeded because they prioritized sending messages for the first-class passengers. Similarly, poor workplace cultures may neglect warning signs of employee distress, such as high attrition, increased absenteeism, or declining productivity because it is focusing attention in the wrong areas. When leadership fails to recognize and address these signals, the repercussions can be profound, impacting employee satisfaction and overall wellbeing which can lead to disengagement. By actively recognizing and addressing signs of employee distress, they not only enhance well-being but also safeguard the overall health and success of the organization. In this era where leadership and employee wellbeing are intrinsically linked, astute and empathetic leadership can make all the difference. Inadequate planning (crisis/risk management): The Titanic’s sinking was partly attributed to insufficient planning and failure to account for potential risks, such as ICEBERG COLLISIONS! Inadequate workplace wellbeing programs often stem from a lack of strategic planning and risk assessment. Neglecting to anticipate and address employee wellbeing issues can set the stage for increased stress, burnout, disengagement, and physical and mental illnesses which increases the risk of attrition, injuries, employee driven lawsuits, costly mistakes, and eventually customer dissatisfaction. The Titanic serves as a sobering reminder that crisis and risk management are essential. Organizations can proactively identify and mitigate risks by safeguarding not only the health and happiness of their workforce but also their own stability and success in an ever-changing and challenging business environment. In this era where wellbeing and risk management are intertwined, foresight and preparedness can make all the difference. Insufficient resources and support (profits): The Titanic was designed with limited lifeboats, a short-sighted and arrogant approach that prioritized profits over passenger safety. Similarly, inadequate resources and support allocated to workplace wellbeing programs can hinder their effectiveness. When organizations cut corners with insufficient funding, lack of dedicated staff, or inadequate training, they risk limiting the program’s ability to address the pressing needs of their employees. In today’s workplace landscape, organizations must recognize that investing in comprehensive programs not only benefits their employees but also contributes to their long-term prosperity. Organizations must understand that neglecting employee well-being can lead to negative outcomes, impacting both their people and their bottom line. A holistic and comprehensive commitment to employee welfare is a wise and forward-thinking strategy that ensures lasting success and sustainability. Conclusion The parallels drawn between the Titanic disaster and the realm of workplace culture underscore critical lessons for organizations striving for success. The Titanic’s tragic fate, serves as a stark reminder of the importance of proactive strategies and resource allocation in safeguarding the wellbeing of the business and its employees so they can navigate the complex waters of today’s business world with confidence and resilience. By addressing risks, providing ample resources, and staying attuned to warning signs, creating robust wellbeing programs with effective communication and a vision for adaptability are the essential tools in navigating the complex waters of today’s ever-evolving workplace. So, don’t make the titanic error of neglecting workplace wellbeing as a “nice to have” initiative. Instead, chart a course towards a healthier, more prosperous and resilient future by prioritizing the wellbeing of your organization’s greatest asset—its employees. About the Author Diane O’Connell is an author, speaker, coach, workplace culture reinvention
ASSP president will help dedicate Triangle Fire Memorial
The American Society of Safety Professionals (ASSP) is anchored to the Triangle Shirtwaist Factory fire that killed 146 garment workers in New York City more than 100 years ago. ASSP President Jim Thornton will join Acting Secretary of Labor Julie Su, New York Governor Kathy Hochul and other dignitaries in honoring those workers on Oct. 11 when a memorial is dedicated at the original building in Manhattan. The event will take place from 11:30 a.m. to 1 p.m. ET. The Triangle fire revealed great negligence in worker safety when the tragedy occurred on March 25, 1911. A few months later came the creation of the United Association of Casualty Inspectors, now known as ASSP, the world’s oldest professional safety organization. “The memorial will stand as a symbol to forever remember our nation’s legacy of reform while paying tribute to the workers who died,” said Thornton, CSP, CIH, FASSP, FAIHA. “It’s a significant achievement by the Remember the Triangle Fire Coalition, whose members worked tirelessly over the past decade to bring the project to fruition.” The main body of the stainless-steel memorial is on a corner of the Brown Building at Washington Place and Greene Street, resembling a ribbon that descends from the 9th floor where most deaths occurred. It evokes the appearance of mourning ribbons that were draped on buildings in times of public grief. Twelve feet above the sidewalk, the memorial splits horizontally to flank the building’s facades, where the names and ages of the victims are stenciled into the ribbon and appear in a reflective panel at street level. ASSP contributed $32,519.11 to the memorial’s construction, connecting the seven digits of the fire’s date (3/25/1911) to emphasize the significant moment in U.S. history. The ASSP Foundation donated an additional $25,000 to the project. Both names will be listed on a donor plaque affixed to the building near the memorial. “The Triangle fire inspired our country to address workplace safety in an organized way that didn’t previously exist,” Thornton said. “The horrific incident led to a series of laws and regulations that better protected workers. And ASSP continues to advance worker safety and health to this day.” During the Triangle disaster, fire exit doors were locked and other doors only opened inward, making it impossible for the onrush of workers to get out. The fire escape was poorly constructed and didn’t meet weight requirements. Fire department ladders couldn’t reach the upper floors of the 10-story building. Many workers died by jumping out of windows and into an elevator shaft as they tried to escape the flames. From its inception on Oct. 14, 1911, ASSP has grown into a global membership organization of more than 35,000 occupational safety and health professionals whose efforts reduce workplace injuries, illnesses and fatalities. But the work of safety organizations, employers and federal agencies is never complete. According to the U.S. Bureau of Labor Statistics, more than 5,000 people were fatally injured on the job in 2021. “We have always championed the need to protect workers because safety, health and well-being are inherent rights of every worker,” Thornton said. “History must continue to motivate us to do better. It takes all of us working together to make sure that tragedies like the Triangle fire never happen again.” Find more information about the Triangle Fire Memorial and the upcoming dedication ceremony on the Remember the Triangle Fire Coalition’s website at rememberthetrianglefire.org.
Staffing employment declines in second quarter
2Q/23 staffing sales decreased 9.1% year-to-year The number of temporary and contract workers employed by U.S. staffing companies declined 4.6% to an average of 2.5 million workers per week from the first to the second quarter of 2023, according to data released by the American Staffing Association. The decline represents a deviation from the typical pattern of temporary and contract employment in the U.S., in which staffing employment and sales typically decline in the first quarter, grow in subsequent quarters, and peak in the fourth quarter. In the face of a slowing economy and continued macroeconomic uncertainty, temporary and contract staffing sales also declined by 4.0% during the same period. Staffing jobs declined 12.2% in the second quarter of 2023 from the same period in 2022, while temporary and contract staffing sales decreased 9.1% over that span to total $35.9 billion in the second quarter of 2023. “The staffing, recruiting, and talent solutions industry faced some headwinds this year as employers across several industry sectors scaled back the massive hiring they undertook in 2021 and much of 2022,” said Richard Wahlquist, ASA chief executive officer. “Nevertheless, demand for labor remains healthy, and the staffing industry continues to play an important in providing talent solutions to companies and impactful employment opportunities to millions of American workers every day. “Looking ahead, survey respondents from private staffing firms are cautiously optimistic about demand picking up, with median projected year-over-year fourth quarter results expected to be flat compared to 2022.” To learn more about the quarterly ASA Staffing Employment and Sales Survey, visit americanstaffing.net/quarterly-survey
Staffing employment steady in September
Almost half of all staffing firms report gains in new assignments Staffing employment edged up in the week of Sept. 11-17, with the ASA Staffing Index increasing by 1.1% to a rounded value of 101. Many staffing companies listed a holiday as a barrier preventing further growth. Staffing jobs were 4.8% below the same week last year. New starts in the 37th week of the year rose 5.9% from the prior week. Almost half of all staffing companies (49%) reported gains in new assignments week to week. The ASA Staffing Index four-week moving average increased from the prior week to hold at a rounded value of 101, and temporary and contract staffing employment for the four weeks ending Sept. 17 was 4.9% lower than the same period in 2022. “Staffing employment continues to trend below 2022 but above levels seen in the spring of 2023,” said Tim Hulley, assistant research director at ASA. This week, containing the 12th day of the month, will be used in the September monthly employment situation report scheduled to be issued by the U.S. Bureau of Labor Statistics on Oct. 6. The ASA Staffing Index is reported nine days after each workweek, making it a near real-time measure of staffing employment trends. ASA Staffing Starts are the number of temporary and contract employees placed in new assignments during the reporting week. ASA research shows that staffing employment has historically been a coincident economic indicator. For more information, visit americanstaffing.net/index.
ASA recognizes Best Job Training Programs in the U.S. Staffing Industry
From programs addressing the health care worker shortage to classes developing real estate skills, the American Staffing Association’s 2023 Elevate Award winners display the range of staffing’s influence on the labor market. Created in 2018, the Elevate Awards celebrate the staffing industry’s most innovative workforce development programs for temporary and contract employees. Award classes are determined by company revenue. “The ASA Elevate Award highlights the staffing industry’s commitment to helping people future-proof their careers through training, upskilling, and reskilling,” said Richard Wahlquist, chief executive officer at ASA. “By fostering innovation and empowering the workforce through skill development, Elevate Award honorees are a testament to the transformative impact of staffing on individuals and industries alike.” Award winners will be honored during a ceremony at Staffing World®, the ASA annual convention and expo, Oct. 3-5 at the Charlotte Convention Center in Charlotte, NC. 2023 ASA Elevate Award Winners Staffing Agencies With More Than $100 Million in Annual Sales Nomad Health, “Every Clinician Matters” In the midst of a clinician shortage, Nomad Health developed a competency education program focused on evidence-based learning practice, which is customized to the needs of each individual registered nurse or Allied Health clinician. The program, which is in line with competency definitions by the Joint Commission and American Nurses’ Association, provides one-on-one tailored approach to more than thirty specialty areas. The focus includes care of patients that require high acuity management, dysrhythmia interpretation, recognition of patient deterioration and anticipating complications, as well as TJC national patient safety goals and key safety practices. Since the launch of the program in 2022, competency pass rates jumped 22% among clinicians who were previously identified as needing remediation. As a direct result of this program, clinicians have achieved a 95% average pass rate and are more confidently places at the bedside with the assurance they will provide the best care possible. Staffing Agencies With $25 Million to $100 Million in Annual Sales Hamilton-Ryker, “WorkWell” Hamilton-Ryker’s WorkWell nonprofit organization focuses on providing individualized support to reduce barriers to successful employment and career growth, positively transforming the lives of individuals, families, and communities in our nation. Since its inception, WorkWell services have been available to more than 1,000 apprentices at 400 employers. Through the WorkWell program, apprentices can gain access to financial literacy, planning, problem-solving, and advocacy strategies. Staffing Agencies With $7.5 Million to $25 Million in Annual Sales JWilliams Staffing, “Real Estate Learning Network” JWilliams Staffing is providing employees with in-demand real estate knowledge and skills. Their Real Estate Learning Network (RELN) is an online educational platform with courses for employees looking to grow their talents in new home sales, affordable housing, leasing, property management, and maintenance. Employees even have the option to receive a certification upon completion. Since the introduction of the program, JWilliams Staffing has awarded more than 1,500 career certifications through RELN. Honorable Mentions Staffing Agencies With More Than $100 Million in Annual Sales PeopleReady, “WorkUp” Randstad North America, “Transcend”
Percentage of female technicians shows substantial increase
According to new data from the 2023 WIT Index, which was released recently by the Women In Trucking Association (WIT), the percentage of female equipment technicians in corporations with for-hire or private fleets in the commercial freight transportation industry has shown a substantial increase. The WIT Index is the industry barometer to benchmark and measure each year the percentage of women who make up critical roles in transportation. The 2023 WIT Index shows that more than 7% of technicians in companies in transportation are women. This number reflects an increase of nearly 4% from the reported 3.7% of women in technician roles in the 2022 WIT Index. “A major concern of the trucking industry is the widely reported shortage of professional truck drivers, who play a vital role in the U.S. economy by safely transporting the nation’s freight,” said Jennifer Hedrick, president and chief executive officer of WIT. “But drivers cannot complete that mission when their trucks are in the shop or broken down on the side of the road – whether it’s caused by a problem with the engine aftertreatment system, an electrical issue, or a problem with the truck’s brakes. That’s when it becomes abundantly clear that skilled truck maintenance technicians are indispensable in keeping professional drivers productive, on the road, and delivering on-time.” Initiated in 2016, the WIT Index is based upon reported statistics by companies in transportation, including for-hire trucking companies, private fleets, transportation intermediaries, railroads, ocean carriers, equipment manufacturers, and technology companies. Data involving the 2023 WIT Index was confidentially gathered from January through April of 2023 from 350 participating companies of various sizes operating in the trucking industry. Percentages are reported only as aggregate totals of respondents rather than by individual company. In 2022, WIT expanded its collection of the percentage of women to include not only technicians but also operations, human resources and talent management. The WIT Index historically also has identified the percentage of women who are in leadership roles and professional drivers with the commercial freight transportation industry. For more information on the WIT Index and to download a full executive summary of the 2023 WIT Index findings, visit https://www.womenintrucking.org/index. Click here for Technicians – Percentage of Women
AIT Worldwide Logistics joins Smart Freight Centre community
Membership in nonprofit organization to accelerate decarbonization journey in collaboration with fellow logistics, shipping companies As part of the company’s evolving sustainability commitments, global supply chain solutions leader, AIT Worldwide Logistics, recently became a Smart Freight Centre (SFC) member. SFC is an international nonprofit focused on reducing the emissions impacts of global freight transportation. The organization provides a forum for collaboration among top companies in the logistics industry. Members in the SFC community work together by consolidating existing knowledge and developing new approaches to foster emissions reductions throughout the global supply chain. According to AIT’s Chief Information Officer and Executive Vice President, Ray Fennelly, partnerships developed within the SFC will help strengthen efforts to achieve the company’s goal of net-zero emissions by 2035. “Sharing our existing knowledge and supporting the industry as a whole is an important aspect of our company’s sustainability strategy,” Fennelly said. “Joining the SFC community is a natural next step as the firm’s environmental initiatives continue to mature.” As a result of becoming an SFC member, AIT is now participating in the Global Logistics Emissions Council, Clean Cargo, and Clean Air Transport programs. In 2023, AIT expanded its supply chain solutions to help customers avoid emissions as efficiently and cost effectively as possible. For example, in its most recent sustainability report, the company included updates on pilot programs involving sustainable aviation fuel and electric delivery vehicles in multiple locations on three continents. AIT also became a signatory of The Climate Pledge in 2022, joining more than 400 other companies around the world in an agreement to measure and report greenhouse gas emissions, implement decarbonization strategies, and neutralize remaining emissions with credible offsets. Email AIT’s experts at sustainability@aitworldwide.com to discover how the team forms partnerships that help customers achieve their environmental goals.
A Bright Future- MHEDA CEO Liz Richards retires after 28 years
As MHEDA CEO Liz Richards prepares to retire, a look at her 28 years of experience and what comes next for the association. In nearly three decades leading the Material Handling Equipment Dealers Association, (MHEDA), Liz Richards has helped the organization run smoothly and also steered it in new directions. The non-profit association is dedicated to serving all segments of the material handling business community, according to its website. “For over 65 years, MHEDA has provided material handling companies and their employees with business resources, leadership training, networking opportunities, benchmarking data, career development tools and insights on the latest industry trends,” the site said. Now, as Richards plans for retirement from her role as CEO of the association at the end of the calendar year, she took a few moments to reflect on her tenure with Material Handling Wholesaler. Below are some of her thoughts, which have been edited for a print format: Wholesaler – What is the timeline for the MHEDA leadership transition? Richards – “I’m working until the end of the year, Dec. 31,” she said, adding that MHEDA Interim CEO Jeannette Walker will then be taking over. “She started on July 10th and she’s amazing. She came from the industry, she’s been in it for over 20 years, and she’s familiar with the association. She hit the ground running.”Richards said a wealth of plans are in place for the association going forward. “I’m feeling great about it,” she said, of Walker’s future leadership and the association’s future. Wholesaler – How did you learn about MHEDA and end up in the role of CEO? Richards – “MHEDA used to be led by an executive vice president before the title changed to CEO,” she said, noting that in 1994 she received a call from then Executive Vice President Tony Colletti about taking a job as the association’s director of marketing. Richards, who at that time had just had a baby, was unfamiliar with the material handling industry, including the association. “I said that I didn’t even know what this is and so thanks but no thanks,” she said, who added that she also loved her current job. A few months later, Colletti called again. He was leaving the post as executive vice president and thought Richards had the perfect skill set. “He said, ‘Please meet with the search committee,’ which I did, and they offered me the position,” Richards said. She had to jump in and learn quickly, starting the job Jan. 3 of 1995 and her first ProMat following on Feb. 10. “I was walking around, thinking ‘Oh my gosh, what did I do?” she said. “In retrospect, the board of directors and the past presidents could not have been more gracious or more welcoming. Together, we all made it work.” Wholesaler – During your time at MHEDA, what were the organization’s greatest achievements? Richards – “Tony got the board much more engaged than they were previously. He did some organizational restructuring,” she said. And during Richards’ first year, Tim Hilton of Carolina Handling was in his first year on the board and introduced his strategic planning process. “We modified it and implemented it at MHEDA. Having that process in place helps us plan everything we do in the organization. It’s been our greatest success,” she said. Richards said the process includes identifying, through an annual in-depth environmental analysis, what MHEDA members are facing. This includes challenges, opportunities and trends and topics include everything from wages to labor to automation. The research then becomes “the basis for everything we do as an organization,” she said. “I call it our organizational engine.” It took a while to build out the strategic plan, according to Richards, who said each year the executive committee reviews the surveys, feedback and more to create a road map. “We put the process in place in the late 90s and continue to tweak it,” she said, of the strategic planning process. In addition, Richards is also pleased with how the organization interacts with board members to continually improve. This includes an involved nominee orientation meeting, including flying members to Chicago, all the way through exit interviews. “These are all little pieces of the process,” she said. Wholesaler – During your tenure you brought a lot of new programs like Women In Industry, MHEDA-NET and Networking Events. How has MHEDA programming changed during your years with the association? Richards – She pointed again to how the impact trends researched by the association have helped formulate the programming. “I realized that we need to dig into our organization, hence the Emerging Leaders Conference. We are also forming an Emerging Leaders Advisory Group,” Richards said. Women In Industry began as a breakfast at the convention and has grown and expanded from there. And the Automation Solutions Conference has also grown out of trends. The association’s networking events are of particular value, Richards added, offering the chance to “network with others, learn from mistakes and avoid failures.” MHEDA organizes peer groups, which set their own agendas, to talk about current challenges, as well. “That’s something that has been very popular,” Richards said. “And we have regional networking programs that we host at member locations.” Wholesaler – What are some areas that you did not have as much time to address during your tenure in need of attention that you would like to see focused on in the future? Richards – “One particular thing that we always struggle with is it’s really hard to come up with a stump speech about why MHEDA is so important,” she said. “There are so many different areas that somebody in the industry can develop from” through the association, she said. “I think sometimes non-members think, ‘Why would I get involved and share my secret sauce?” But Richards said when people join the association, they quickly appreciate the benefits. “When you join and find others are tackling the same issues that you are and people in the industry are so gracious and they’re willing to share,” she said. “It’s a relationship that’s hard to sometimes put into words. “I’ve heard from so many different members who come to
Free technical report helps employers protect temporary workers
Many businesses are increasingly using temporary workers during the holiday season and throughout the year, making it challenging to provide safe environments without proper planning and guidance. The American Society of Safety Professionals (ASSP) has published a free technical report that can help employers in all industries better protect workers who are hired on a short-term basis. The digital report is titled “ASSP TR-Z590.9-2023 Technical Report: Protecting Temporary Workers: Best Practices for Host Employers.” The document was originally published by the National Institute for Occupational Safety and Health (NIOSH), but ASSP has turned it into an ANSI-registered technical report to bring the guidance to a wider group of occupational safety and health professionals. “When a workforce involves temporary and short-term work arrangements, the likelihood of an injury or fatality can increase,” said ASSP President Jim Thornton, CSP, CIH, FASSP, FAIHA. “It’s important for businesses to implement safeguards in non-standard circumstances to ensure the safety and health of all workers.” The technical report enables organizations to integrate best practices into their safety and health management systems, going beyond regulatory compliance to achieve safer working conditions and a competitive advantage. The content in the document is organized into three sections: 1) Evaluation and contracting, 2) Training for temporary workers and their work site supervisors, and 3) Injury and illness reporting, response and recordkeeping. The technical report is focused on temporary or contract workers located in the same facility. That includes a construction site, which often involves multiple subcontractors. “Single work sites may include workers who are employed by different companies, so the supervising employer needs to manage the safety of everyone,” Thornton said. “That includes warehouses during the holiday season where temp agencies will help place a number of workers.” A related resource for businesses that use short-term workers is ASSP’s recently published book, “Safety Management Systems in a Joint-Employer Environment.” The book explains the escalation of risk in a joint-employer setting and describes how the traditional approach to managing hazards has not kept pace with the speed of today’s changing world of work.
Summer 2023 ends with an increase with 151 new Industrial Manufacturing Planned Projects for August 2023
SalesLeads has announced the August 2023 results for the new planned capital project spending report for the Industrial Manufacturing industry. The Firm tracks North American planned industrial capital project activity; including facility expansions, new plant construction and significant equipment modernization projects. Research confirms 151 new projects in August as compared to 140 in July, an increase in the Industrial Manufacturing sector. The following are selected highlights on new Industrial Manufacturing industry construction news. Industrial Manufacturing – By Project Type Manufacturing/Production Facilities – 135 New Projects Distribution and Industrial Warehouse – 74 New Projects Industrial Manufacturing – By Project Scope/Activity New Construction – 57 New Projects Expansion – 34 New Projects Renovations/Equipment Upgrades – 53 New Projects Plant Closings – 20 New Projects Industrial Manufacturing – By Project Location (Top 10 States) Michigan – 10 New York – 10 Indiana – 8 North Carolina – 8 Ohio – 8 Arizona – 7 Tennessee – 7 Florida – 6 Georgia – 6 Texas – 6 Largest Planned Project During the month of August, our research team identified 20 new Industrial Manufacturing facility construction projects with an estimated value of $100 million or more. The largest project is owned by Gotion, Inc., who is planning to invest $2 billion for the construction of an EV battery manufacturing facility in MANTENO, IL. They are currently seeking approval for the project. Top 10 Tracked Industrial Manufacturing Projects LOUISIANA: Solar panel mfr. is planning to invest $1 billion for the construction of a manufacturing and warehouse facility at Acadiana Regional Airport in NEW IBERIA, LA. They have recently received approval for the project. Completion is slated for Spring 2026. MANITOBA: Biotechnology company is planning to invest $1 billion for the construction of a processing facility in MANITOBA. They are currently seeking approval for the project. NEW MEXICO: Solar panel MFR. is planning to invest $1 billion for the construction of a 2-million sf manufacturing, warehouse. and office complex in ALBUQUERQUE, NM. Construction is expected to start in early 2024. FLORIDA: Defense contractor is planning to invest $294 million for a 198,000 SF expansion and equipment upgrades on their manufacturing facility at 2400 Palm Bay Rd. NE in PALM BAY, FL. They are currently seeking approval for the project. PENNSYLVANIA: Biotechnology company is planning to invest $260 million for the construction of an 80,000 sf processing, laboratory, and office campus in PHILADELPHIA, PA. The project includes the construction of a 150,000 SF co-working biotechnology and office facility at the site. They are currently seeking approval for the project. MISSISSIPPI: Wood pellet MFR. is planning to invest $250 million for the construction of a manufacturing facility in BOND, MS. They have recently received approval for the project. Completion is slated for Fall 2025. TENNESSEE: Automotive component MFR. is planning to invest $170 million for the renovation and equipment upgrades on a manufacturing facility in LOUDON, TN. They are currently seeking approval for the project. MICHIGAN: Automotive parts mfr. is planning to invest $170 million for the renovation and equipment upgrades on a recently pre-leased 200,000 SF manufacturing facility in GRAND BLANC, MI. The project includes establishing a 50,000 SF testing and research facility and they are currently seeking a site in the FLINT, MI area. MINNESOTA: Medical device MFR. is planning to invest $170 million for the construction of a 400,000 sf laboratory, processing, training, and office campus on 73rd Place in MAPLE GROVE, MN. They are currently seeking approval for the project. The site will allow for a future 150,000 SF expansion. KENTUCKY: Automotive parts mfr. is planning to invest $131 million for a 320,000 sf expansion and equipment upgrades on their manufacturing facility in BARDSTOWN, KY. They have recently received approval for the project. Completion is slated for early Fall 2024. About IMI SalesLeads, Inc. Since 1959, IMI 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.
Distribution headwinds
Improve productivity and reduce costs. Those are the deliverables promised my just about 100% of the ads you read regarding both warehouse space and manufacturing floors. The scary part is that these rewards result from robotics, a lower headcount, and a specific claim to reduce equipment Cap X by $200000 to $400000. Great results for the distribution centers and manufacturers, but not so great for the material handling dealers since those references to Cap-X spend probably represent what you are selling and renting, selling parts for and providing maintenance on. If the distribution technology potential improvements are not enough to deal with, you now have the national retail entities offering distribution and delivery services for goods they did not sell. I had to study this for a bit, but it does make sense if a distributor wants to expand their warehouse locations to be closer to their customers, or just looking for a way to simplify their product delivery. Amazon and Walmart are two of the national companies that move products to just about every city in the country. So why not add other goods to their delivery trucks to stock a local warehouse or deliver the product to the end user. As of today, Amazon is just providing this service for companies selling products via Amazon. It is expected they will expand to non-sellers if this initial venture proves to be profitable. Walmart will provide the service for any vendor where it makes sense to do so. When you think about it these programs make sense if the seller’s goal is to improve logistics problems, allowing faster delivery times for less cost. A win-win. Again, I would like to consider the impact of this type of program on the material handling business. And again, I arrive at potential negative impact. Inventories currently stored, in a facility you now provide equipment and support to, may now be moved out of your territory or placed into a facility you do not do business with Inventories may be relocated to various locations across the country where you do not do business. New business coming into your territory may be under an Amazon or Walmart contract where they provide the material handling services. I can see this type of service expanding at the expense of your bottom line. Let’s face it, manufacturers and distributors want to sell and deliver faster, and will use methods to achieve those goals because when compared to their current process it costs less and adds to customer satisfaction. The point here is the demand for material handling services in your territory could decline because the robots are moving and counting the inventory, or building product in a robotic production line, or because there is less inventory to work with because it has been moved out of the territory. So how does Material Handling Management deal with this situation? Be a source for the technological improvements distributors and manufacturers need. Be a resource to maintain the new systems being installed. Partner up with independent professionals who can help prepare a plan of action and system selection. Educate customers about potential changes needed to remain competitive. Outsource to get what you need to put this plan into place. Let’s assume these changes will take place. What else do you need to remain profitable and competitive? Prepare a budget reflecting slower unit sales and adjustments for parts and service. Add new revenue sources once you have a plan in place to offer new services. Find and implement technology to reduce headcount and reduce costs. Further tune the budget to where GP margin can cover expenses, interest and taxes. Use these new metrics to become more competitive in your region. Add new business. Make customers want to work with YOU! I have this type of conversation with dealers and rental companies on a regular basis. Most of the time the discussion revolves around exit planning, be it current or five- years off. What I tell them is do it NOW if they are a current seller, before the —- hits the fan and you have a 10-year window before values improve to where they are today. If they want to stay another five years, I suggest they will have to make the improvements mentioned above to keep the value up, and if they can’t stomach the aggravation and cost, to execute the exit as soon as possible, because the alternative is the risk of lower values even though the technology improvements were made to stay competitive. Maybe there is something in between where you can get some money off the table and remain on board to help the company move forward. None of this is easy to deal with. But industries go through cycles, with a need to make major adjustments to generate adequate free cash flow that covers the nut. But to try and push these changes through just working with your current personnel is very questionable. This is why I suggest outsourcing to determine the changes required, the solutions available and the time and cost to make conversions. About the Columnist: Garry Bartecki is a CPA MBA with GB Financial Services LLC and a Wholesaler columnist since August 1993. E-mail editorial@mhwmag.com to contact Garry.
Relational capital
I recently attended a leadership conference in Boston. While my plans during my stay in Boston included seeing a Red Sox game in the evening at Fenway Park, enjoying a pint of beer at an Irish pub, and eating clam chowder and lobster, I was also looking forward to the lineup of speakers and workshops at this conference. One speaker in particular was Ed Wallace and his workshop on relational capital. Ed Wallace is President and Chief Relationship Officer of The Relational Capital Group; he is critically acclaimed as the foremost authority on business relationships and their impact on performance. There were many takeaways from his workshop, and I knew this topic would be a good one for my monthly aftermarket column here. The success of your dealership is often attributed to a combination of factors, including innovative products, effective marketing strategies, and efficient operations. However, one essential but often underestimated factor plays a pivotal role in shaping your organization: relational capital. This intangible asset encompasses the network of relationships you build with your customers, partners, and employees. Let’s look at the significance of relational capital and explore how it can be a game-changer for your business. Relational Capital Defined The relationships with your customers, suppliers, partners, and employees should be considered a core asset of your business, known as relational capital. Relational capital can be understood as the collective value derived from your business’s relationships with various parties. It extends beyond financial transactions and encapsulates the trust, goodwill, and mutual understanding fostered between your business and its stakeholders. These stakeholders include customers, suppliers, investors, employees, and even competitors. At the heart of relational capital lies trust. Establishing trust with your customers and partners can lead to long-lasting relationships that are built on honesty and integrity. Trust fosters loyalty, and loyal customers are not only more likely to stick with your brand, products and services, but also become advocates, spreading positive word-of-mouth and attracting new customers. After-sale service at a lift truck dealership encompasses maintenance, repairs, parts replacement, and technical support. Relational capital in this context revolves around the intangible value generated from trust, customer loyalty, and the quality of interactions between your dealership and your customers in all aspects of the after-sale service. Customers In the age of information and social media, customers have more power than ever before. They can easily share their experiences and opinions about your business with a global audience. A strong focus on building positive customer relationships can help you manage your brand’s reputation and ensure customer satisfaction. Happy customers are more likely to provide repeat business and recommend your products or services to others. Running a lift truck dealership entails more than just selling equipment; it involves cultivating enduring relationships with your customers. The post-sale service phase presents a valuable opportunity to establish and nurture these relationships through relational capital. Suppliers Relational capital is not limited to customer relationships. Partnerships with suppliers, distributors, and even competitors can drive innovation and open up new avenues for growth. Having a good relationship with suppliers is vital, especially where critical components and complementary offerings are concerned. Successful companies understand that trust is an important distinction between a business transaction and a true relationship. They invest tremendous energy in developing ways to institutionalize trust in their procurement processes. For example, many successful businesses tend to develop long-term relationships with their vendors and suppliers rather than simply buying from the lowest-cost provider. They prioritize quality first, followed by service and cost. Building a good working relationship with suppliers helps develop their reputation and attract additional business. It is important to conduct regular strategic business reviews to assess the relationship and discuss performance, improvements, and new product development. It is also important to foster relationships with suppliers that share the same values as your organization. Focus on developing trust-based, mutually beneficial, and long-term relationships with your suppliers. Employees A business’s most valuable asset is its employees. Building strong relationships with your team members can result in higher employee satisfaction, improved morale, and increased productivity. As I stated in a previous column, the competition for service technicians, parts professionals, sales staff, office personnel, and management continues to be fierce. When employees feel valued and connected to your company’s mission, they are more likely to go the extra mile and contribute positively to your organization’s success. Strategies to Deploy Communication: Regularly engage with your stakeholders through various channels. This could include personalized interactions, newsletters, social media, and more. Specific to service, regularly communicate with your customers to remind them of upcoming service intervals, provide maintenance tips, and address any concerns they may have. Deliver Value: Continuously deliver value to your customers, partners, and employees. Show that you are invested in their success. Networking: Collaborating with other businesses can lead to the exchange of ideas, resources, and expertise, ultimately enhancing your own products or services. Attending industry events, conferences, and seminars to expand your network and connect with potential collaborators. Empathy: Understand the needs and concerns of your stakeholders. Showing empathy helps forge deeper connections. Personalized Maintenance Plans: Develop customized maintenance schedules based on each customer’s usage patterns and needs. This proactive approach demonstrates your commitment to their specific requirements. Transparency: Be open about your business’s operations, values, and challenges. Transparency builds trust and demonstrates authenticity. Additionally, offer clear and transparent cost estimates for repairs and parts replacements. Customers appreciate honesty and are more likely to return when they trust your pricing. Expert Technical Support: Provide accessible and knowledgeable technical support for troubleshooting and assistance. Prompt and effective support builds customer confidence. Warranty and Service Guarantees: Offer warranties on repairs and services, showcasing your confidence in your team’s expertise. Such guarantees bolster customer trust in your dealership. Customer Training: Organize workshops such as forklift operator training. This educational approach enhances customer empowerment and loyalty. Feedback Integration: Encourage your customers to share feedback after each service interaction. Act on their suggestions to continually improve your services. The benefits of these strategies include customer
I’m satisfied with my present source. Well, maybe
The prospect is not waiting by the phone for your call. Most people have what you’re selling and are doing business with someone else. They have a source for what you do, and they think they are happy. Satisfied. Good News: Satisfied people are willing to do business with others. Your challenge is can you get them to do business with you? For you statistic buffs, “I’m satisfied with my present source,” ranks second on the all-time prospect objection list. “Price too high,” is number one (and always will be). When the prospect says, “I’m satisfied” they’re really saying: This is all I know, now. I don’t want to bother with you. I’m doing business with someone I like (not necessarily the best). I’m not telling you the real reason. I’m satisfied is a brush off. It’s not all that bad. Your prospect is saying that their existing supplier is the best they’ve been able to find. You may have a better product, price, availability for delivery, service, training, or warranty. The prospect is only telling you he’s satisfied from his perspective. He doesn’t really know about you or your company yet, BUT don’t give him any reasons to switch until you know why he’s satisfied. Knowing the reason(s) why the existing relationship is satisfactory will help you understand how to proceed. Knowing those reasons gives you a chance. Here are a few “interest-gainers” or challenges that may get you in the door: Good Response: Satisfied? Great! You’re going to love doing business with us! Our customers are ecstatic so if you’re only satisfied, today is your lucky day. Better Response: Mr. Johnson, Many of our customers said that when they were prospects like you. I wish I had ten dollars for every prospect that said, “I’m satisfied with my present supplier,” that is now a customer. Let me share a few of their comments (show your testimonials that say, “I used to buy from (name the competitor you hate the most), now I’m a loyal (your company) customer. And I invite you to call me personally if you need further explanation.” WOW! Best Response: When you started with (their present supplier) you took some risk, didn’t you? I’m not asking for all your business, but I’d be interested what caused you to take the risk back then, and I may ask you to take that same small risk with me and let me earn the rest.” Here are a few dialog starters: “Most people feel that way at first, but our experience has shown…” “What do you like most about your supplier (his product/service)?” (Agree with them) “That’s what lots of their former customers said.” “If your friend left the business, but stayed in the industry would you still do business with that company or go with your friend?” “What would you change about your present relationship?” “How did the relationship begin?” “When people say, “I’m satisfied” they usually mean…” Find a personal link (common ground) that can trigger a friendly conversation. If they like you, they will listen to you. (a bit more assertive) “Satisfied or complacent? When is the last time you really looked at the situation and did a comparison?” Sales Caution: If the prospect says, “I’m satisfied,” it’s open season on the competition. If the prospect says, “I’m loyal,” watch out. Loyal is 100 times more powerful than satisfied. Sales Reality: You will not convince everyone. But the more you practice, the more “luck” you will have. “I’m satisfied” is not an objection, it’s a stall. If you believe in the value of your product, you can get past it. Sales Tip of the Year: Record five customers that were satisfied with your competitors, switched, and are now ecstatic with your company. Get your customers to tell your story. It’s far more compelling (and believable). 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 or email Jeffrey at salesman@gitomer.com or call him at 704 333-1112.