Hello and I welcome you to your training program which will focus on establishing an efficient parts and service department. My name is Daniel Surprenant and I will be your host for the next few minutes. Without further ado, let's take a look at the topics we will cover today. We will discuss related performance indicators to achieve for the parts and service department, why establish rigorous processes and have discipline in the application of these, and the importance of prioritizing the development of your employees in order to retain the best at your dealership. It is difficult to keep our employees, so we must invest in them so that they remain loyal to us. You will find your key performance indicators, in fact where to find them, several manufacturers offer you a guide to operational standards, you can also establish your standards based on your own results that you find from your financial statements. Here are the metrics you need to look for and know, what is your gross profit in dollars and percentages for your parts and service departments, what is your rate on the assets of your dealership or branch, what is the turnover of your parts stocks, what is your annual growth in relation to your sales of parts and services, what is the replenishment rate of your inventory on shelves and your lost sales, what are your sales made per employee, what is the index the satisfaction of your customers with your services and what is your absorption rate. These key performance indicators will help you in your approach with the ultimate goal of having exceptional profitability. Here again, if we get to the heart of the matter and I have you look at gross profit margins in percentages, we start with a small definition. Defining gross profit margin in percentages for a part. In fact, that's how many pennies on every dollar of sales you have left after you paid for the part you sold. The calculation is relatively simple. You sold a part for 30 dollars, it cost you 19, your gross profit is of 30 minus 19 equals 11, so the gross profit in dollars is 11 dollars. So the percentage is 11 divided by the sale 30, which gives you a percentage gross profit of 37%. The desired standard for a parts department on the total sales of parts sold by the department is 30%. There are two main factors that increase the gross profit of a coin. The first, purchase the part at the lowest cost or in the most cost-effective way. economically profitable, or through stock orders. Thus, you favor purchases directly from your manufacturer and they can grant substantial discounts depending on the type of purchase you make. And naturally, the time of ownership on the tablet. If the time of possession in tablet is shorter, and it should be as short as possible, what was commonly called the effective recovery, much more the part turns into a tablet, the more money we will make. And naturally, I don't have to talk about a given discount, because the discount data distorts our gross profit because we reduce the purchasing cost of our customers. Again, we will perhaps come back to this in other subsequent training courses. Now the next step, gross profit to service. Defining gross profit margin in % plus service is relatively easy. How much pennies on every dollar of labor sales you have left after paying the technician based on the time you sold to your customer. The calculation is still relatively simple. You sold, let's say, a job for $230 in labor, you paid your technician $69 to do it, so 230 minus 69 leaves $161 in gross dollar profit. So we say 161 divided by 230, which gives you a gross profit of 70%. The well-researched standard for total sales of labor in the service is a gross profit which would be between 60 and 65%. In my example, I have a dealership that maybe does, I'm going to call it gain time, where they sell packages, so the technicians take less time than planned and this is how the gross profit is affected. Two main factors that increase the gross profit of the service. First, use a standardized billing system with prescribed times for each prevot completed. Prescribed time is a time of achievement. I have Paul who is my technician, I give him an hour to do the work, finally he does it to me in 45 minutes, I charge the customer an hour, you see that his productivity is good because it saved me 15 minutes. So, that's one of the ways. And naturally, the second is to have rigorous control over every good move with regard to the completion time. So, I control the gross margin. The challenge for your technicians is to beat the prescribed time you give them. Again, we will perhaps have the chance to see in later broadcasts or soon, how to dissect everything. If I look and I make you do the following exercise, and naturally with the table that you will see appear, and what I ask you is to find the margin in gross dollars and the margin in percentage for the first row of the table. I'll give you a few seconds to think about this. With the data you see, you would be able to find me the gross profit in dollars and the gross profit in percentage. The calculation is relatively simple if you listened carefully to what I told you earlier. Are you ready? I show you the answer. The answer is relatively simple. We took for the margin in dollars, we took 1,700,000 minus 650,000 which gives me, in gross dollar margin, 1000 50 and I said 1000 50 divided by 1000 7 which gives me 61.8 gross profit margin. It wasn't really rocket science, I'm sure most of you knew the outcome. Now let's see another exercise that I will do with you. Follow me carefully. Weighted average gross margin exercise. If I take all the sales percentages of a dealership or a branch and I establish it this way, then I say that 70% of the percentage of my sales come from my sales of machinery, 20% of parts, 10% of services, so I make a total which gives 100%, so it is my mixed average of sales. Assuming that total machinery sales are 70%, you see that the result is relatively easy to address, if you prefer, the state of affairs. Now I go a little further. If I say now, sale 10%, so I will make 10% for my sales of new and used machinery 10% gross margin, for my parts I will make 30%, for my service I will do 65%. Here you're going to tell me, wow, wow, wow, one minute, give it 10 plus 30 plus 65, it comes out to 105, it doesn't work, the total should be 100. Are you sure? You will tell me, answer yes, but why will you tell me? I'm just more profitable, the higher my gross profit, the higher my net profit will be. I just have to make sure my gross profit remains competitive, because if I have a profit gross too high, in the short term, I will do more net, but in the medium and long term, my customers will flee my business and if the customers flee my business, because they find available to do business with me, I'm getting out of the deal. So be careful, you need to make sure that you are still competitive with to your competition, so as not to leave your market. Let's continue our example. Calculating the average weight margin is relatively simple. So we said for sales, the percentage of sales, 70%, multiplied by the margin of gross as a percentage of 10, my weighted gross margin will be 7%, and I do the same exercise for my parts department, for my services department, which gives me a total for this business of 19.5% percentage-weighted gross margin. Here again, you will say, ok, that's nice, but where do you want to go with this example? Now let's see what I transpose. If I translate that into dollars, by adding sales of labor services and by an equal amount in parts. So I say to myself in my example, for a dollar of labor, I will sell a dollar of parts. What will happen? Look carefully. Service sales growth of 10% or 500,000, and I'm at 1:1 in my sales of parts over 500,000, and that my sales of new and used machinery remain the same in volume and gross margin. Let's look at the effect, and see together the effect that occurs. I draw your attention to what is in yellow. I have an increase in gross margin as a percentage of 1.5%, which gives us a dollar difference of 475,000 for a difference of 0.5. So, I go from 19.5 to 20%. Do you see the effect of a simple 0.5? 0,5 %. I don't know what you're saying about it. Is it worth it? If yes, then imagine 2% difference. Naturally, only you can decide if you want to activate this mechanism and work to make a big difference in your departments. That being said, let's now look at another aspect. Another key indicator aspect is absorption. And absorption here, I'm not talking about the liquid you put on sore muscles. This is a joke. Absorption is the extent to which the dealer's total expenses are covered by the gross dollar margin of the parts and service departments. The formula is very simple. My parts gross margin plus my service gross margin divided by the dealership's total operating expenses plus interest expenses. The guideline standard is between 85 and 100%. An absorption rate means a better ability to withstand a slowdown or a market change. And naturally, the higher the absorption rate, the more the dealer can reinvest either in its facilities, in its advertising or in more aggressive promotional programs to penetrate the market. But one thing is certain. Absorption is one of the fundamental keys to the net profitability of bottling. The higher my absorption, the more is left in the dealer's pockets. And that goes without saying. I think that everyone who listens to me this morning, today, will understand this notion. Return on assets. Again, this is another key performance indicator. For those who see the anachronisms on screen, The CPI, the key performance indicator, return on assets, and RDA, is return on assets. It is said that the positive impact is a desire for the owner to make adjustments or increase its output. So if I have assets and a positive return on assets, our dealer, the investor, the buyer of funds, will be looking to buy, acquire, increase its surface area, because he knows that when he invests, there is a return that is considerable or there is a reasonable return on his investments, and that stimulates him to continue investing. Our GIL standard is 15%. It is calculated in net operating income, it was said that the total assets equal the return on assets. On the other hand, a negative impact can, in certain circumstances, call into question the future of the concession or the branch. So the minimum we are aiming for is 15%. I think most of you are maybe at 15%, maybe you are above, and if you are below, you have to work to get the return on the assets. Now, return on assets. To make this concept easier to understand, we made a little table, and I will correct it with you. Assuming net profit would be 750,000, and total assets would be 10 million. 750,000 divided by 10 million, I have a return on assets of 7.5%. This is below the GIL standard of 15 for return on assets. In this case, the management team will have to increase profits or reduce assets. Inventory in service takes time. So it doesn't affect the impact on your return of assets. On the other hand, parts that are poor in the parts department will affect the return of assets. Parts and service gross profit affects your return on assets. You're going to tell me why parts and service gross margin can affect asset returns. Because we are talking about the primary commodity. The gross is the cost of the technician serving. Next, you have the expenses that you can control. Directors' salaries, office equipment expenses, piece-rate expenses, clerks' salaries, IT expenses. You know what I'm talking about. So, you see, return on assets is important in our profitability. If I now look at another aspect. Rolling performance index. The turnover is the stocks sold or rolled, the rotation in tablets, to manage income. It is said that the number of times inventory is sold in a year is called your inventory turnover. Your turnover equals total parts sales divided by your average inventory. Your average inventory is the total number of items sold over the course of a year. Your average inventory is based on average inventory over the past 12 months. There are two types of bearing. The gross turnover and the actual turnover. You're going to tell me, Daniel, what you're saying is all well and good, but which one is better? Well, let's see this together. Here is a scenario. This dealership has a total sales of 1.7 million. This dealership has an average inventory of 700,000. So 1.7 divided by 700 equals 2.43. You will tell me now, if I tell you, out of 700,000 average inventory over 12 months, I have 70,000 in stock ordered urgently or from another source, which gives me a result of 630,000. The 12-month average inventory, therefore, my gross turnover will be 1.7 divided by 630, which gives me a gross turnover of 2.7. And there, you're going to tell me, ok, Daniel, that's all well and good, but my real, net turnover, called whatever you want, real turnover, I look, it is 3.17, then you tell me 630 times 85%. Could you explain to me, Daniel, the 85%? Well, assuming 630,000 12 month average inventory is 85% restocking rate. So, the refilling rate is the most economical way to fill your shelves. So, that corresponds, in fact, 85% of your orders should be stock orders. Is this the case for you now? I do not know. This is a question you will have to check. You will have to do some research. So, in my case, 85% of 630 is 535,000. Doing the following calculation, 1.7 divided by 630 times 85%, by 535, which gives me a rate of 3.17. And as you see, the guide standard is between 2.5 and 3. So, 2.5 and 3 times. So here, our example, raw is 2.7 and real is 3.17. We can assume, we can say that this concession is in a good position. But again, there are other factors that could influence this. If I'm talking about the parts department, how obsolete is that? What is the obsolescence rate? Here again, we must not have more than 10% obsolete parts. So, obsolete parts. If you are above 10%, and I know that in our industry, we transport a lot of obsolete parts, Well, there are things and actions to do. You should definitely not fall in love with these pieces. That being said, what is the mix of sales and contributions at the part level? The sales mix must, for your future and the start of the dealership or your branch, be put forward. Integrating parts and service departments is one solution you should consider. The sales mix is about working in partnership. And here, you will say to yourself, Daniel, you have forgotten the new and used machinery, the reconditioning of these. Basically, what I would say to you, you have to see your dealership or your branch as a global sales force. As much as sales of parts, services, machinery, all must contribute to the sales effort. No more walls between our departments. 360° management, with a common objective, meeting the needs of our customers, whatever they may be, in a solid internal partnership. When I say a solid partnership internally, it means that there is exceptional communication between all departments, between all services. Which is unfortunately not always the case, even in 2017. So, if we say that the standard guides at the level of sales of parts divided by total sales, we are looking for between 20 and 25% for the parts department and between 10 and 15% for the services department. You know, at the bottom of my slide, you see marketing is an obvious solution. I think communication is also an obvious solution. The better we communicate together, the better we will serve our customers and the more my sales mix will increase. You know, gone are the days when the entire burden of burden was on the sales department, new and used machineries. We must now optimize our efforts in terms of parts and service. Let's look at a simple calculation of parts in total sale as a percentage. Simple calculation, as you can see on the table. It is said that with sales of 2.8 million pieces out of total sales of 17 million, we see an increase year after year. The contribution must be tracked. And if I go a little further and I show you the same table with a comment that is, you know, you have to do a constant analysis of your results and thus see the trends according to previous years. Do we have progress? Do we have a regression? Remember, everything you measure gets better, everything you don't measure gets worse. Here, if we look at the bottom of my table, we say that there must be a problem because sales of new and used machines do not follow the same trend. Is there a synergized marketing program? We are seeing a decline in parts sales. For what? Are they below the norm in 2025? Have we synergized forces or are we still working in silos? Are we missing sales? You know, in the parts department, often, when we receive a call, we give the part that is called. Have we thought about selling related pieces? Someone who buys a water pump, we can sell them the antifreeze, we can sell them the collars, we can sell them the hoses, we can sell them a lot of things. It is up to us to develop our marketing of our parts. They even sell to them for the service. Do not be afraid. The approach must also be proactive. In terms of parts, the growth standard, we say that it must be between 10 and 15% per year. Again, 10 to 15% per year, you will tell me, Daniel, that is not relatively easy to achieve. But the question I ask you, by God, there is a natural increase year after year in the prices of parts. Around 2, 3, 4, 5, 6, 7 and sometimes maybe 10%. So, there is still 5% to go. It's the way we look at things. We say, has the marketing program been established based on growth? Do you have people who go out on the road selling parts, selling parts and service? Do we work hand in hand with our service department? Have we trained our employees to increase their sales skills? When was the last time one of your employees took a sales course? Whether it's a parts clerk or a service advisor, even a technician. They are given very few sales courses. However, they are excellent sellers. It's about building strength. Naturally, when I talk about sales here, I open a little door by saying that I am only talking about legitimate sales. I'm not talking about illegitimate sales. If we sell something to someone and it's not legitimate, what risks happening is that in the short term, he throws it away and in the medium and long term, he flees our organization. So, it is important to understand this well. If we now look at the next stage which is the trend towards service, the guide standard for service is still 10 to 15% per year. Therefore, increasing the hourly rate is not naturally a solution. Again, if your hourly rate takes you out of your market, there is a high probability that unfortunately, customers will go to see a yard. On the other hand, very importantly, the hourly rate must take into consideration the expertise, the knowledge that we will transmit to our technicians through training by the manufacturer, the specialized tools that we must buy and which are promoted to us by the manufacturer, and naturally, the new technology. So, our hourly rate must reflect this aspect. Some have even started taking variable hourly rates, with when we put the computer system on the machinery at a different rate than when we do simple maintenance of oils and filters. What are the peace orders devoted to work orders and your income on these same orders? In other words, here I often speak in our industry, the technician knows how we have charged to the customer. Unfortunately, that should never be the case. What we negotiate with the client remains between the person who negotiated and the client. The technician, what he needs to know is how many hours he has on his provision to repair and or maintain and or to prepare a machine. And that is a concept that will have to be, I would tell you, reinforced. We will have to strengthen that. What percentage of revenue hours on your work orders are actually billed to your customers? That too is important. How many times, due to the fact that additional time was taken, the additional time is not charged to the client? And I know that in our industry you don't have that problem, that sales reps tell your customers, your machine is guaranteed from fork to fork. Everything is guaranteed on your machine. Everything is guaranteed, don't worry. But they are not completely wrong, everything is guaranteed based on manufacturing defects and or assembly, right? So, again, is the percentage of revenue in hours on your work orders actually billed to your clients? Think 12 minute wait for parts. 2.5 difference on manually billed hours, which represents 25% of your 10% increase. They will tell me, oh well yes, it's true Daniel, oh yes, yes, you're right. Often, we wait in the parts department, it's not funny, they never have the part apart from the time we go there. Stop there. Think about how many pieces are ordered per day. They have maybe an 850.85% batting average. 85% of the time they have the part. They might not all fit, can we agree? But let's stop biting their hands, then let's also stop saying that it's the department parts he doesn't have. This can be explained by a client. By being transparent with him, giving him the ins and outs. Again, you're going to tell me, how do we do that Daniel? Well it's simple. We tell the customer, Mr. Customer, this is not a part that was known to break. And unfortunately, we didn't have it in stock. We will receive it in two days, then we will put it on your machine. And if it's a customer who buys a part, same deal. I'm surprising, you can get it faster, there is a fee. But if I place it in a stock order, you will have it on Friday. Which of the two would you like to see done? The customer will say, wow, that’s service. He gave me the unjust. And the customer never questions why he purchased your machinery. Never forget this. Every time a machine is sold to sales, the second, third and fourth machine is sold by the service and parts department. Considering the quality of the service we provide. Never forget this notion. Shelf restocking rate and lost sales. We are going to go about it in a very, I would say, Cartesian way. Replenishment rate. It is said that the average from the stock order must be between 85 and 90%. You're going to say, wow, Daniel, 85-90% of the inventory I'm going to put on the shelf should come from my stock order. I will say yes. I give a moment of silence. The time of silence is over. It didn't take long. You will say, yes, ok, it's beautiful, but why? Very simple. The most economically profitable way to view your tablets is through the manufacturer's stock order. Some manufacturers will give you escorts. When using other means, the part costs more. So the wisdom of a good parts manager is not knowing how much he sells it for, but at how much he buys it. You are like modern-day Robin Hoods. You buy yourself low to sell high without getting out of your market. Again, you're going to tell me, my deal is all well and good, Daniel, but I mustn't miss the piece. No, that's true, but you don't want to simmer for too long either. You don't have to carry them around on your tablet for too long. because the cost of ownership is 2% per month according to recent studies. We are talking about 2% per month, therefore 24% per year. It's starting to be worth some dollars, just in case I sell it. And that alters my return on assets. Don't forget that. Now, the wonderful world of lost sales. You know it's important, and I know that no parts manager or clerk will not make every effort to find and sell the desired part. I know you are making every effort and then you don't want to lose any sales. But the only way to see your market trend and demand is to track your lost sales. For me, a lost sale, and you will see that it is a little dark, a lost sale, that does not mean that he lost. This means that at the time of the request you received, you did not have this piece on the shelf. That's a lost sale. Now that you have gone to your other warehouse, your other branch, or through your channels, urgent order from the manufacturer, a similar part purchased from another supplier, you will not have lost it, the sale. But your tablet is going to underperform. Remember, the tablet response should be between 82-92%. Imagine if you had a batting average as a baseball player of 920, or as a 920 goalie. You would be the Carey Prices of the industry. So, it is very important to understand that a lost sale doesn't necessarily mean you didn't sell it. But at the time of the request, your tablet was not able to respond to the request. Statistics tell us that for a parts department, lost sales should be 2 to 6 listed per day per clerk, or per department employee. So, we are talking about 2 to 6 lost sales per day. What does this do for you? This makes you are able to see the trend of your market, adjust your tablet. You could adjust your tablet, and I'll give you an example, I know this has never happened in your respective parts departments. You have a good salesman, then you fall short. Running out of brakes for such a model. Then you have a good salesman, then you don't. That day, you had 4 machines that came in, then all 4 needed to empty your tablet, then you ran out. Unfortunately, that same day, you have a fifth customer who shows up, and then he wants to have that part. So maybe your tendency is that maybe you should keep a little more. I have a little notion and an example for you. Imagine that McDonald's, hamburgers, you get to the counter, you want a Big Mac, and there are no more ground meatballs. Imagine your astonishment. You will say, it can't be. It can't be that McDonald's no longer has ground meatballs in its Big Macs. Because there, we will no longer call it a Big Mac, it's a sandwich or a mayonnaise salad. Well, your customers will have the same reaction when you run out of so-called fast-moving parts. In English, we say fast-moving parts. But we're going to look at the terminology in rapid succession. You can't afford not to have them. But all the other pieces that are particular, with particularities, it is normal not to have them all. So try to watch and analyze, when you fall into overdue on your tablet, is it a so-called fast-moving part. If you are suffering, and it happens regularly, you will have to make adjustments to your tablet, in its depth. So, I think we've just covered that, and naturally, the restocking of the shelf should be done by the most economically feasible means, which is the stock order. Another element now, we say, What does ordering parts as a percentage mean? This is equal to the percentage of orders that can be fulfilled from our tablets, 100%. Waiting for a part can slow down the technician's work. So, communication is essential. A good stock order can save transportation costs to your customers, naturally, again, you can give them the choice. Just a moment. Now let's move on to another element that also becomes essential. Sales per employee for the parts department. Commonly referred to as department efficiency, or, if you prefer, employee productivity. It is said to be the total sales divided by the total number of employees in the department. Here, it is very important to understand that the total number of employees in the department includes the department director. The director is included. Just a few seconds, I have a little cat in my throat. This famous cat in the throat which comes to influence and directly affect the speaker. So, let's look at the guide standards. If you are into small tractor and utility vehicles, the number of sales per employee should be at 400,000 sales. Light construction, we are talking about 600,000, and heavy construction, we are talking about 800,000. So, the calculation is relatively simple. Let's say I have 1.7 million sales, I have 5 employees, which includes all employees in the parts department, including the manager. So I divide 1.7, 1.7 divided by 5, that's 340,000 sales per employee. And you are a dealership of small tractors and utility vehicles, you will have to do an analysis of your sales force, because you have a shortfall of 60,000. Be careful there, be careful. This doesn't mean you have one employee too many. This tells me you left sales opportunities under the table. An employee doesn't ask how much it costs you, he asks everything and how it should be delivered. If, on the contrary, you have the same sales, and the number of employees is 3, and that equals 566,000 per employee, that doesn't mean you're good. Due to the high number of your sales, you are certainly in a situation that you have difficulty responding to all your customers, which causes potential loss of sales. It's not better. You must seek the right balance according to the standards. So the right balance according to the standards. And that's where the GBS rule comes from. Everyone knows what I mean, GBS, common sense. Again, do we have related sales strategies, do we have opportunities to increase our sales through a promotion, whatever it may be, or only just offer? Offer to your customers. Do you need a filter with this? Do you need oil with this? Do you need strap with this? Do you need to collar with this? Do you need hoses with this? Do you need? You know, every time we're told no, we get closer to a yes. Just don't be afraid of being told no. So you see, sales per employee is a strategy, it's an analysis, and it should be a constant analysis, done every month. In some cases, you could do this every day using your management report. The other element that I bring is customer satisfaction. Ah, customer satisfaction. Is it easy for you to satisfy a customer? They're not easy. As someone better known would say, it won't be easy. But one thing is certain, customer satisfaction, if you decide to establish a questionnaire to survey the satisfaction of your customers, it must be simple, quick, and no more than five questions. The objective is simple. Your customer tells you what they like and don't like about your business. And you make the necessary corrections to keep them loyal to your dealership. But one important thing, very, very important, we cannot satisfy all the customers. But imagine if you would, right now, retention of your customers of around 50%. One in two customers returns to your branch dealership to purchase your products and services. How much more space and staff would you need to meet demand? You're going to tell me that would be a problem. And I completely agree with you. It is important to listen to our customers. This doesn't mean giving them everything. We give back to Caesar what belongs to Caesar. But one thing must remain. And if you had something to remember, here, in this section, it's this one. If the customer perceives the value greater than the price, the price is quickly forgotten. Think about this. You have probably already purchased things that could be considered expensive. But the value in your eyes was so great that it's been a long time since you forgot the price. So, we have reached a stage now where I have put in mind a series of analyses, a series of observations, to go and see. You're going to have to do your homework, find out if you're up to your standards, if you're in the right line, if you're in the right direction. Now you're going to have to put together an action plan. An action plan using an approach called SMART. Yes, it's an English word, SMART. But we adapted it into French. And we're going to look at what SMART is in French. I would say from this section, we take action. A SMART action plan must and means, first of all, that it is specific. When we say specific, it is linked to the employee, according to the figures to be achieved, or the behavior to be learned or adopted according to the various situations. So it has to be specific. Daniel, I want you to increase your sales by 2%. So, it's specific, 2% sales increase. Next step, you're going to tell me, OK, specific, SMART, the first S. Measure, measurable. So if I say it has to be measurable, it's how are you going to measure change? Either through performance reports, or observations made in the field, or even both. So, Daniel, every day, I'm going to take our sales report, which comes out every day, and I'm going to look at your performance with regard to the 2% more that I'm asking of you. Ah, OK, perfect. So, I have a guide, I have a measure. The other element now, which is going to be the next one, which is action. And in SMART, it's the most important A. For what? 5. What actions will you take to help your employee in his process? What actions will you take to help your employee in their process? And here, I'm talking about coaching. Coach your employee. Coaching your employee means having and doing and giving them the best tools, the best techniques, giving them a demonstration, then ask him to reproduce what you showed him. This is how he will increase his 2% more sales. I'll give an example to make it more concrete. Imagine that I am a telephone clerk. Parts Department. Daniel, how can I help you? Yes, I'm looking for a water pump. You are mister? Dube. Ah, Mr. Dubé, do you have a file with us? Yes, yes, I have a machine. Could you give me your telephone number? Whatever, depending on the search criteria. And, ah, indeed, is it for this machine? This machine, X, or this machine, Y? It's for your X. Very good. There you are telling me that you need... Perfect. Yes, I have one in stock. Yes. Have you thought that when we do this, we also have to replace the hoses, we need to replace the collars. I assume that we also put the hoses and collars with the request? Do you see? But I'll explain that to the clerk. I wouldn't just say, make me 2% more sales. If he doesn't know, he won't achieve his goal. So that’s the role of the coach. Finally, here, you give it the details to make the necessary fixes to improve its performance. Subsequently, we make him responsible. A word which, in my opinion, is essential in our march towards success. This is also the stage of taking charge. If you like it better, make the speaker responsible. The speaker understands and applies what you have shown him. And of course, never forget this. So that an adult, because you coach adults, you don't coach children. For adults to implement changes, they must see the advantages and benefits for them, and only for them to do it. Otherwise, in the short term, they do it to please you, and in the medium and long term, they return to their old habits. I have a little adage that says, they return to their smelly slippers. OK? It's really Quebecois, but that says it all. So, it's important to understand what this will do for me. And when you coach, you should always see what it will do for him, not you. You follow me? So actually I'm at FMAR You tell me, we arrive at T. Yes, T for time. You assign a deadline, a period of time, for implementation and the daily monitoring that you will do to follow and see the evolution of the speaker, both through the application of new methods and the quantitative returns, financial results, if applicable. So you give it a period of time. Within a week, I want to see an increase of 2%. Within a month, I would like to know the 2% increase. Within three months, I would like to see an increase of 2%. A space-time. And naturally, the longer the time, the more rigorous the monitoring should be done. Never forget this. If you don't follow, it won't change. So, it is very important to understand it. To help you in your personal development, there are several ways to learn. Since we just covered a SMART action plan, and to help you even more, we recommend one of the best books on the market to take action. Take enough time to invest in yourself. Remember, you are a coach for your employees, a mentor. I ask you this question. When was the last time you took the time to invest in yourself, in order to increase your knowledge, or simply update it? You're going to tell me, well, I'm doing it right now, Daniel, I'm listening to you. OK, OK, yes, that's right, that's a good answer. But, how many times do you do it in a year? Or how many years has it been since you last did it? You know, investing in yourself means guaranteeing your future, you stay on the cutting edge, you are proactive and not reactive. And Covey, who wrote that book, is an authority. It's a book that's dated, I have no business hiding, it's a book that's a few years old, but in the last 15 years, not much new has been written about success. But one thing is certain with Covey, you will understand between acting and reacting. And you will understand it well. So, this is a book that we highly recommend for your approach. To make your mouth water a little, to make the acquisition or purchase, or go to a library, a library costs you nothing. In a library not far from you, you will be able to rent this book, it costs nothing, and I am sure that you will feel growing. You know, Covey strategized our time management. This is a small example to make you want to look further. Just for you. At the top it says “urgent” and on the side it says “important”. I will give you the meaning of both. “Urgent” means that only you can do it. And “important” someone else can do it for you. I ask you one more question. There she is. Are you the type that runs on emergency drugs? and only you can do it? Be careful, this drug is deadly for any manager. Do some soul searching and see what Covey can do to help you. You know, it's easy to say "oh hell, I'll do it." It would no longer be appropriate to say “look carefully at what I’m doing, because you’re going to do it”. And when you empower those around you, you free up quality time to manage better, plan better and coach better. And don't forget, recent studies say that no matter the generation, from the Baby Boomer to the Millennial, everyone wants to be coached. All people want to be mentored. All people want to know if they are good. When was the last time you told your people they were good? I have no response. Covey could help you improve as a manager. We are now at the end of our show. Since this is a pre-recorded show, it will be difficult for me to answer your questions live. But if you need additional information, here's how to reach me. It's simple. It was the Merveilleux Alimentaire who was listening today. You will tell me that I have no conflicts with the Marvelous One. This is a joke. My name is Adania Soprana. I have over 30 years of experience in the field. There are no crazy, silly or stupid questions. Only the answers can be and believe me, I will be happy to answer all your questions without judging you. You can reach me at the email address you currently see on your screen, formationfutureacommercialsympathico.ca. I thank you for the time you have invested with me today and I hope you all do a good analysis of your situation and to put in place corrective measures by implementing an action plan that will make all the difference. And remember, everything that gets measured gets better, everything you don't measure deteriorates. Thank you and I wish you a good rest of the day. See you next time. Subtitling Société Radio-Canada

training program

Daniel Surprenant

efficient department

key performance indicators

gross profit margins

employee development

inventory turnover

customer satisfaction

coaching