Over the weekend, I stumbled over something that might help both of us in the heat of the season – the boating season for you, and the product development season for the team at the Marine Retailers Association.

While you’re busy selling and servicing boats, we’re busy working with industry experts to create new workshops, sessions, online training, certification courses, and white papers to serve you now and throughout the coming year.

Neither of us have any extra time to spare, and it’s critical that we do everything we can to get ahead. That’s why I wanted to share something I read in the book, “Take the Stairs: 7 Steps to Achieving True Success” by Rory Vaden.

If you’re like me, you feel compelled to do your research so you have all the facts before you make a decision. And yet this time of year, who has time for that? So what often happens is the key decision that could give us the edge is put off indefinitely, translating into lost opportunity. Not good.

Instead, Rory recommends that: “We need to stop spending so much of our time trying to make the right decision and … start spending our time making decisions and then making them right.”

Rather than wasting our time asking the question, “Should I?” we can then focus on answering the question, “How will I?”

A simple shift in mindset, but one that could really make a difference, especially this time of year. And that’s our goal: To really make a difference in your success, your team’s success and your dealership’s success.

That’s why we’re hiring Rory Vaden as the Closing Keynote speaker at the 2017 Marine Dealer Conference & Expo, coming up this December 10-13 in Orlando. A record number of dealers have already signed up to join us there. I hope you will too.

Memorial Day Weekend is a memory. The winter shows are over. The spring cleaning is done. All the boats once in storage are now in the water. The units sold at the shows have been delivered. And sales training is complete.

Wait a minute! Do we ever stop learning or practicing our skills? Do athletes stop training or practicing when the season starts? The losers might, but the winners are always fine-tuning their skills. They continue to improve all season long to make sure they meet or exceed the goals they set before the season began.

When the season starts is when the coaches, aka Sales and Service Managers, earn their paychecks. Athletes keep their coaches close on the sidelines because pros know that they can get too close to the game and miss opportunities that come their way. A tuned-in Sales Manager with the help of modern-day systems can ensure their salespeople stay with the game plan by selecting the perfect boat for their customer, negotiating a mutually beneficial price, and delivering a better-than-expected buying experience. And a tuned-in Service Manager with the help of modern-day systems can ensure their technicians, riggers, yard staff and service writers stay with the game plan by selecting the perfect maintenance package for their customer, operating at high efficiency, and delivering a better-than-expected service experience.

I hear too often working with Certified Dealers that training is scheduled for the fall, and they have no plan to revisit what they learned during the offseason. Tell me it’s not so! Your favorite players continually develop and practice their skills, and you should do the same all season long.

Dealer Principles, Sales and Service Managers: We know this is a crazy time of year. We need to sell boats and keep up with the demand for service. We agree: It is time to put our heads down and sell, sell, sell and service. But there is still time to sharpen our skills during the game. I find that most dealers are still meeting with their sales and service teams on a regular schedule during the season. Since you’ve found the time to meet, make the most of this time and always touch on training.

I learned a formula for a successful meeting years ago during my Ford days that is a simple to execute and can apply to any dealership department. Every meeting should include:

1. Recognition. They crave it and don’t get enough of it, which our Employee Satisfaction Survey results confirm. Note what they are doing well and give them a shout out. This requires making notes all week and reviewing them before your meeting.
2. Housekeeping. Every dealership must stay on top of deals, scheduled jobs, deliveries, and the does & don’ts.
3. Training. End every meeting with something that will help them sell or service a boat today. Take 10 minutes to review those nuggets you learned in the offseason so they don’t forget to use the information they’ve already picked up. Keep it simple. Go around the room and ask each salesperson why now is a good time to buy a boat. Each will have to think and answer, but often the biggest learning opportunity comes from the sharing of ideas. Or ask each technician how they can improve their efficiency or the customer experience. Or break-out those takeaways from MDCE. Review a page or two of your notes – or even better, an MDCE video or two – to relive those moments of brilliance in December and put the lessons to work. This is what good coaches do for their teams!

If after weeks of positive reinforcement, you still have a couple of team members not conforming to the process, meet with them privately for a refresher course that notes their deficiencies using my proven formula: Hug ‘em, Smack ‘em, Hug ‘em! Simply, start the conversation with what they are doing right. Give them the desired direction, and finish with some basic math: adding together what they are doing right along with the adjustment, which will end with a better result.

Champions never stop learning – and practicing what they know. When you make it a priority to carve out a few minutes a day during the heat of the summer to take advantage of the investments made in the off-season, you will reap the rewards of building a stronger foundation for success.

2017 has been a big year for siblings, Ashley and Eric Smith. They have recently started the legal transition of ownership of their family business, Colorado Boat Center, located in Johnstown, Colorado. In addition, the dealership is under-going a large remodel that will bring their services, products, and employees all under one roof. We had the chance to ask Ashley and Eric questions in order to learn more about the changes happening at their dealership and how their time in the industry has prepared them as they begin to take over the family business.

Q: You two just took ownership of the business in April. Congratulations! What did you do to celebrate?
Eric: To be completely clear, 2017 marked the legal transition of ownership for Ashley and me. Tom and Nancy still maintain the controlling interest in CBC. Our full transition period is cast over the next 5 years with Ashley and I purchasing the remaining shares during this time. So, the complete ownership for Ashley and I will not be fully executed until that period expires. To mark the milestone, I stored the documents in a safe deposit box and my wife took me out to dinner.

Ashley: 2 hours after we signed the paperwork I was on my way to my Spader Leadership Course in South Dakota. I celebrated at the airport with a Prime rib dinner.

Q: So you’ve both worked in the family business for a number of years now. What have you done to prepare for taking over the business?
Eric: As with many of the other next generation owners I’ve worked through each department in my tenure. This has given me a working knowledge and relatability of how each area functions independently but also the understanding of the process to keep the dealership running efficiently. A lot of what we have done over the past few years is to work with Tom and Nancy in understanding their roles as owners, the decision-making process and the delegation of various responsibilities. Tom and Nancy have built the business over 27 years through that time they have made mistakes and dealt with hardships. Much of what they are training us for is how to handle these situations and to not make the same mistakes they may have.

On a personal level, my wife and I have discussed my eventual role into ownership deeply over the years and the impact that it would have on our lives socially, monetarily and as a family unit. Many of the activities that were once a priority have been reorganized to hobbies. My perspective is that the business is organic and for it to continue to be successful I need to tend to it in the same way an athlete cares for his body or a farmer to his field.

Ashley: I feel fortunate to be partnering with my brother. For 11 years plus Eric and I have had different responsibilities throughout the dealership which has prepared us for this transition in itself. Most of his strengths are my weaknesses and vice versa. Eric is definitely more task oriented as I’m more people oriented. As owners, I think it is important to learn all aspects of the business, but it’s just as important for us split up responsibilities based on our strengths.  We’re doing a 5 year succession plan.  Our parents are still very much involved in the business, but they’re giving Eric and I the room to learn and make decisions on our own.  All while being available when we need their expertise.  I believe they are ready to step back as quickly as possible. They’re not only planning vacations this year, but they’re actually booking them too!  That shows me they trust Eric and I have it handled.

Q: What would you say is the most valuable lesson you’ve learned during the transition?
Eric: Communication, don’t expect anything to unless you make your voice heard and you listen/understand the perspective that’s coming your way as well. We have 4 very different personalities within the family, with that comes a unique vision from everyone. We can’t let our feelings get hurt because this is about the business and it should not be taken personally.

Ashley: I’ve realized I can’t be taught all of the ins and outs of the business all in one day or by one specific person. I’ve had to take the initiative to learn and work with all departments throughout the dealership, ask questions, be hands on, and be prepared to make decisions when no one else can.

Q: If you could give a soon-to-be successor some advice, based on what you learned during the transition, what would it be?
Eric: Work with a 3rd party and lawyer who have no affiliation to the business to begin your succession planning. Do it early and take your time to execute it properly. Plan monthly board meetings to discuss the progress and transition of responsibilities.

Unfortunately, not enough thought goes into succession planning in a lot of family business’, especially within our industry. Often the next generation is either too impatient or entitled, the current generation doesn’t want to give up the keys, they just want to hand the keys off and run, or worse yet they pass and the family has no idea what the next steps should be.

Ashley: Communication is key. You can’t be afraid of hurting someone’s feelings. You need to be able to separate family from business and speak up when something is important to you. If you don’t understand, ask as many questions as you can until you do.

Q: You’re in the midst of a major renovation project right now. Tell us about that and what you expect it to mean for your business.
Eric: It’s ironic that this is being done as Ashley and I are taking over but it is something that we needed to do as a business to set ourselves apart and move forward for the coming years.

Over the years, we have kind of “made do” with the facilities that we have on our lot. As the business continues to grow it becomes more difficult to operate out of 3 separate buildings. Now, we’ll have everything under one roof. It’ll be clean, modern and up to date with the tools and communications that are needed by our employees.

From a customer standpoint, it’ll be fantastic. We have made a transitional shift over the last several years as our customer demographic sits on the higher side of the curve. They are coming in for an experience, just like they receive with their high-end car purchase. When they pull in on the lot and it’s dirty or outdated you’re setting off that experience in the wrong way. By no means are we building the next BMW or Mercedes dealership but we are cleaning up our appearance to be more comfortable to our customers and employees.

Ashley: We’ve operated out of three buildings on our site for 13 years. Our new facility will house all departments under one roof. Once the construction started, our showroom turned into our parts and service department forcing all of the employees into one building and to operate in tight quarters. It has been a great indicator of what will happen once we are in the new facility. Our culture is evolving and our efficiency is improving throughout all departments. We represent three of the boating industry’s top manufacturers, have a full certified staff and a list of accolades. The new building will be like frosting on the cake and set the standards for the future of our business.
 

Q: We’ve noticed that you guys are following in the footsteps of your parents from a lifelong learning standpoint. You’re both involved in MDCE, Dealer Certification, 20 Groups, Spader courses, and more. Tell us what role this culture of learning plays for you and your success.
Eric: The process of self-improvement is continual and the moment you think you know it all or that you’ve got it, is when you’ve begun to dig your own grave. I feel that each day we should strive to better than we were yesterday. This comes from continual education, discussion among peers, establishing standards, etc. A lot of times some of the best “new” ideas we have are picked up from other dealers and/or at workshops. All we’ve done is tweak and process them to fit our organizational needs. There is a wealth of knowledge within our industry and most people are open to talk about what works for them. The cliché of trying to reinvent the wheel, that’s what you’re doing if you’re doing it alone.

Ashley: Our parents are the epitome of dedication, hard work,and perseverance. For as long as I can remember, our parents taught us the importance of continued education, setting goals,and pushing our capabilities to new heights in anything we do. The education I’ve received through MDCE over the past several years was the starting block to learning the industry inside out. Each year, I bring back a stack of notes and work with the staff at narrowing down the most important ideas we’d like to implement in our dealership over the next year. I’ve just recently started attending the Spader 20 Group meetings. This has opened a whole new side of the business to me. Budgeting, numbers, reports, oh my! In January I began the Spader Leadership Development Program. I’ve only been to two sessions out of the five, but it has transformed my mindset both professionally and personally. The dynamics of my relationships have also changed dramatically. I’ve been able to practice and implement what I’ve been learning throughout the entire dealership all while seeing an open and positive response from my family, employees, and customers. I went into my course thinking I was going to have to make a cut in our staff. This month I will be rewarding him for hitting his monthly sales goal. This is a prime example of how my continued education helped better myself to help better my team.
 
Q: OK, now that you’re owners, what’s the first big decision you’ll need to make?

Eric: When I can get Tom and Nancy a scheduled day off… Seriously, we are short manpower in a couple departments so we’ve got some staffing needs to fill.

Q: What has been the most rewarding part of building a career out of being a boat dealer?
Eric: The relationships with my family, customers, other dealers and manufacturers. We are a family business and we look at all our relationships as our “business family”. It means a lot to see the smile on a customer’s face after delivery or to get an emailed picture of them out on the lake. The thought of knowing you’re providing for the employees and their families. The continual feedback and support from our peer dealers.

Ashley: My family got in the industry because we loved boating. To pass that along to other families, build lasting relationships, and share it with an industry who shares the same passion is the most rewarding part of my career.

Q: What are some things that people may not know about you?

Eric:

1. I am the dog father to the cutest golden doodle in the world, Bucky. I may be partial.
2. Born & raised in Colorado and have never snow skied, boarded or anything like that
3. I’m an endurance junkie, completing 5 Ironman triathlons, several marathons, and a couple double crossings of the Grand Canyon.
4. My dream job out of college was to be a lobbyist in DC.

Ashley:

1. I love raw oysters
2. I don’t share my popcorn
3. I enjoy cooking
4. I’m obsessed with the Food Network
5. My life revolves around good food and my cat

Today’s boating industry could teach politicians a thing or two about coming together for the greater good.

And who knows? Perhaps we’ll get the chance. This week, the industry is gathering in Washington, D.C., at the American Boating Congress, which attracts people from just about every corner of the recreational marine business.

While the No. 1 purpose of ABC is to lobby together on The Hill in support of the boating industry, there are a lot of other meetings here as well. For example, yesterday, local, state, regional and national trade associations representing dealers, marinas, manufacturers, distributors and representatives sat down together to share best practices during a National Marine Trades Council meeting.

That group joined the Recreational Boating Leadership Council at lunchtime for a joint panel discussion on solutions to the most painful challenge we’re facing right now: workforce issues. After lunch, the RBLC went on to discuss what else the industry is doing and can do to overcome some of our biggest barriers to growth.

Today, history will be made when the Marine Retailers Association and the National Marine Manufacturers Association sit down at the same table for their first ever joint board meeting. Afterwards, BoatPAC – the joint political action committee of the NMMA and MRAA – will bring the industry together for a fundraising event.

We work in what has been often called a fragmented industry. And there have been times in our history when we’ve struggled to come together to sit at the same table. But there are few things that give me more faith in our future than the collaboration that’s taking place in our industry today. During a time when the United States is more divided along political lines than ever before, the recreational marine community is going in the opposite direction. We are working across the aisles that have historically divided our industry. And there’s no better city to be doing it in. Those that aren’t here to witness this and join in, I wish you could be.

One of the most frequently asked questions by dealers considering getting Certified is: “What is the industry doing to make consumers aware of the benefits of doing business with a Certified dealer?” The answer is: Quite a bit!

1. First and foremost, we believe in empowering YOU to tell your story of how Certification makes you a better boat dealer. We help you by providing resources like press releases, advertisements, sales strategies, the Consumer Commitment and more.

2. Second, the Dealer Certification Program was launched by Grow Boating, and MRAA continues to work with a Grow Boating Committee to build a relevant program for today’s industry. Grow Boating, through its consumer-facing Discover Boating website, promotes Certified Dealers and why it’s important to buy and service a boat from a Certified Dealer.

3. Speaking of why it’s important to buy or service your boat at a Certified Dealer, here’s an article we collaborated on with Boating magazine. Each year we work with Bonnier Corp., which publishes Boating magazine, to tell their subscribers about the value of doing business with Certified Dealers. Ads in their magazine and their newsletters, as well as custom content in their newsletters and on their social media sites, promote Certified Dealers and are distributed to boating consumers on an annual basis.

4. Each year, the National Marine Manufacturers Association promotes Certified Dealers at its boat shows, providing a page in its show directory that highlights all the Certified Dealers displaying at that event as well as signage for Certified Dealers’ booths.

Tell Your Story
When you reach the pinnacle of the industry as a Certified Dealer and adhere the badge to your front door and your website, it’s a good time to take a breath and pat your team on the back for a job well done.

Then, use the marketing tools provided to you to create awareness and put the question in the mind of the boat buyer or owner: What does Certified mean? This is your team’s opportunity to blow their own horn and enthusiastically explain what a Certified Dealer must go through to reach this level of recognition.

This is the purpose of displaying the Consumer Commitment, aka ‘The Customer’s Bill of Rights.” Truth be known, customers come to your dealership to look at boats or to get their boat serviced. Reading plaques on the wall doesn’t rank high on their priority list during their visit. Therefore, mentioning Certification needs to become part of your pitch to every boat buyer or service customer. The plaque on the wall is simply a visual aid to help tell the story.

One of MRAA’s top performing dealer groups has taken this to the next level by restyling and enlarging the Bill of Rights to free standing banners that are proudly displayed in each of their many showrooms.   This group and others also bring the Customer Commitment with them to their boat shows because it helps separates them from the sea of fiberglass or aluminum at the show. They realize that a boat show often levels the playing field. The boat buyers only see bright shiny boats, all perfectly displayed for the weekend, and can’t see exhibitors’ decked-out dealerships (or not). I’ll never forget when one of our dealers told me that they walk everyone over to the Bill of Rights before they leave their boat show display and say, “When you’re looking around the Boat Show, make sure you look for dealerships that display these Bill of Rights.” He went on to say, “This sets up the next dealer for failure, and we enjoy a larger amount of B-Backs.” So, if you’ve been looking for the elusive B-Back powder, this might be it!

Bottom-line: You must beat your own chest and tell everyone you’re Certified because your competition won’t. Use all that we provide to help you create awareness and get customers asking: What does Certification mean?