northeast dealer november 2014

DEALER Northeast

The Newsletter of NoRThEAsT EquipmENT DEALERs AssociATioN, iNc.NOVEMBER 2014 c Vol. 16, No. 188www.ne-equip.com

IN THIS ISSUE:3 Observations from the Field3 IRS Mid-Year Election Changes of Cafeteria Plans4 Industry News8 Tech Savvy Ways to Gear Up Sales9 November Sales - NEDA10 How to Significantly Increase Business12 Human Resources13 TwoGreySuits – HR Policies

14 Managing Generations in the Workplace15 A Plug for Electrical Fire Prevention16 What Do You Know About Service Market Potential?17 PCORI Fee Amount Adjusted for 201420 OSHA Compliance Checklist25 Equipment Industry News26 Charter Commemorates 30 Years!28 Everyone is Talking About Risk Management

ADVERTISER’S:2 Haylor, Freyer & Coon 7 Electronic Merchant Systems11 New York Farm Show18 BallastStar19 DiversifiedFinancial23 Flat Rate Guide - OPE26 Charter Software27 Certified Business Valuations31 Federated Insurance32 Fastline Publications

NEDA Salutes our Supporting Advertisers. It is our pleasure to list the names of those advertisers who support NE Dealer each month. We trust their advertisement will be remembered when goods and services are required by you, our dealer members. It is good to do business with companies who are interested in doing business with you and your industry association.

Sharon Springs Garage, Sharon Springs, NY on Sept. 27th, participated in, on behalf of NEDA and the New York State Motor Trucking Association, Operation Big Wheels for Hero’s. They raised over $1,540 in cash donations to benefit Wreaths Across America, which is more than an entire truck load of wreaths to go to Arlington National Cemetery this year -- over 500 people attended.

ABOut WREAths AcROss AMERicA Wreaths Across America is a 501(c)(3) nonprofit organization founded to continue and expand the annual wreath-laying ceremony at Arlington National Cemetery begun by a Maine businessman in 1992. The organization’s mis-sion, Remember, Honor, Teach, is carried out in part each year by coor-dinatin wreath-laying ceremonies in December at Arlington, as well as hun-dreds of veterans’ cemeteries and other locations in all 50 states and beyond. For more information, to donate or to sign up to volunteer your dealership, please visit www.WreathsAcrossAmerica.org.

ABOut tcA’s tRucklOAd Of REspEct Every year, professional truck drivers donate their time and motor carriers donate their trucks and fuel to deliver the wreaths. In 2013 alone, more than 500,000 wreaths were delivered to almost 900 veterans cemeteries across the United States. Since 2012, TCA has coordinated this nationwide effort, as well as raised money for the placement of wreaths at Arlington National Cemetery. For more information, visit www.truckloadof respect.com.

continued on page 6

Operation Big Wheels for Hero’sat Colonie Hill Mall, Albany NY

Northeast Dealer • NOVEMBER 2014 … 3

This publication is designed to provide accurate and authoritative information in regard to the subject matter co v ered. It is furnished with the understanding that the Northeast Equipment Dealers Association, Inc., the publisher, is not engaged in rendering legal, accounting or other professional service. Changes in the law duly render the information in this pub-lication invalid. Legal or other expert advice should be obtained from a competent professional. Some of the editorial material is copyrighted and may be reproduced only when permission is obtained from the publisher and the association.

Board of DirectorsOfficers

eD HiNes, President 2014 / Past President 2001Hines Equipment / Cresson, PA814-886-4183 • Fax: 814-886-8872Case IH, Gehl, New Idea, Cub [email protected]

JOHN e. KOMArisKY, First Vice President /Treasurer / Past President 2012Main & Pinckney Equip Inc. / Auburn, NY315-253-6269 - FAX 315-253-5110New Holland, Simplicity, Brillion, Bush Hog AGCO Parts [email protected]

JOsH AHeArN, Second Vice President / NAEDA OPE Dealer CouncilAhearn Equipment, Inc. / Spencer, MA508-885-7085 • Fax: 508-885-7261Kubota, Cub Cadet, Stihl, NAPA [email protected]

BriAN cArPeNTer, NAEDA DirectorChamplain Valley Equipment / Middlebury, VT802-388-4967 • Fax: 802-388-9656New Holland, Case IH, Kubota, [email protected]

rALPH GAiss, CEO and Executive Vice Pres.800-932-0607, Ext. [email protected]

DirecTOrsJeff BULL, Past President 2007, 2013Bull International Inc. / Washington, PA724-222-0450 • Fax: 724-222-7290Case IH, New Holland, Cub Cadet, [email protected]

GArY HAMMOND, Past President - 2006Hammond Tractor / Fairfield, ME207-453-7131 • Fax: 207-453-7825 John Deere Ag, CP, Golf, Forestry, Kuhn, Kubota, Woods, Bush Hog, Walker, [email protected]

BrAD HersHeYHoober, Inc. / McAlisterville, PA717-463-2191Case IH, JCB, [email protected]

NATe sHATTUcK, Past President - 2010Devon Lane Farm Supply, Inc. / Belchertown, MA413-323-6336 • Fax: 413-323-5080Yanmar, Landini, Monosem, Ferris, Simplicity, Stihl, [email protected]

rOBerT sPOHN, Past President - 2005Sharon Springs Garage / Sharon Springs, NY518-284-2346 • Fax: 518-284-2774AGCO, White, Hesston, Gehl, Kubota, Allis, [email protected]

scOT L. sTANTON, Past President - 2003Stanton Equipment Inc. / East Windsor, CT860-623-8296 • Fax: 860-627-9832John Deere Ag., Knight, Athens, [email protected]

WeNDeLL WALLDrOff, Past President - 2002Walldroff Farm Equip., Inc. / Watertown, NY315-788-1115 • Fax: 315-782-4852New Holland, Hesston, Woods, White-New Idea, AGCO, [email protected]

NORthEAst EquipMENt dEAlERs AssOciAtiON128 Metropolitan Park Drive • Liverpool, NY 13088

800-932-0607 • www.ne-equip.com

I’m pleased to report that Dealers have been upbeat during my visits this month, although all voiced concern about declining commodity prices, strong milk prices in our region are continuing to support a reasonably healthy Ag equip-ment market in the northeast. Managing used equipment inventories and cash flow seem to be the top priorities.

OPE dealers have been some of the most upbeat. The weather cooperated this year and as a result, both commercial and residen-tial customers had need of replacement parts, service, equipment and a few “toys” sprinkled in…Let’s hope that the snow comes early and often this year! On the legislative front, we continue to monitor the NH Supreme Court and remain optimistic that it will rule in support of SB 126 and NH dealers. Although we were not successful getting either our amendments of the VT or PA law out of committee, we remain hopeful that we’ll make better progress in the 2015/16 ses-sions. In VT we’ve also begun work to address sales tax enforcement and interpretation issues. Thanks to the active participation and leadership of our member dealers, we’ve identified and met with stakeholders, legislators and other parties and are seeing positive

continued on page 6

Observationsfrom the FIELD

Tim WentzField Director717.576.6794

IRS EXPANDS RULES FOR MID-YEAR ELECTION CHANGES UNDER CAFETERIA PLANS

• IRSNotice2014-55,issuedonSept.18,2014,allowscafeteriaplanstopermitmid-yearelectionchangesincertainsituationsrelatedtotheavailabilityofExchangecoverage.

•Currentregulationswillberevised,buttheguidanceiseffectiveimmediately.•Cafeteriaplandocumentsmustbeamendedinordertoincludetheseoptions.

OnSept.18,2014,theInternalRevenueService(IRS)issuedNotice2014-55,whichexpandsthesituationsinwhichindividualscanchangetheirhealthcoverageelectionsunderanInternalRevenueCode(Code)Section125cafeteriaplan. Thisguidancewillbewelcomedbyindividualswhoseabilitytoenroll incoverageunderaHealthInsuranceExchangewouldhavebeenlimitedbycurrentIRSregulations. TheIRSintendstomodifytheregulationsunderCodeSection125tobeconsistentwiththisnotice,buttaxpayersmayrelyonthisguidanceimmediately.SeeyourCPAforotheradviceonthissubject.

~ Provided by Haylor, Freyer & Coon, Inc.

News Helping Dealers Succeed

INDUSTRY

4 …”Committed to Building the Best Business Environment for the Northeast Equipment Dealer”

Toro Announces Partnership With TCPN The Toro Company has partnered withTheCooperativePurchasingNetwork(TCPN)to provideToro’smowing and grounds careequipment to TCPN’s large pool of govern-mentpurchasingagentsnationwide.TCPNisa purchasing cooperative thatworks along-side national vendors allowing governmententities to make compliant purchases at avalued rate.They will now offer selectToroequipment at competitive pricing to theirmembers, and will work hand-in-hand withToro to connect purchasing agentswith thepropergroundscareequipment.ThecontracttookeffectonOctober1,2014.

~ Green Industry Pros.

Judge Upholds $5.5M Jury Verdict A judge has upheld a $5.5-millionjury verdict for a former farm equipmentdealer after a local law firm contendedwith15monthsofpost-judgmentmotions.TheJune2013juryverdictruledinfavorofMcCormickInternational,ofIoniaCounty,inits case againstManitouNorthAmerica, aTexas-based distributor of farm equipmentmanufacturedbyFrance-basedManitouBF.The law firmFoster Swift inGrandRapids,representing McCormick International,said that Judge Suzanne Hoseth Kreegerhas denied Manitou North America'smotion for new trial,motion for judgmentnotwithstandingtheverdictandmotionforremittitur.

~ NAEDA Update

Claas to Market Large Horsepower Tractors in North America With their introduction of the Xerion tractor, Claas has entered into the North American tractor market. With 435-530 horsepower from MTU Mercedes-Benz engines, it would compete with U.S. favorites on tracks and tires but with a rigid 4WD drive chassis, multi-mode 4-wheel steer-ing and stepless CVT drive. Claas also recently opened a new company owned and operated dealership in Regina, Saskatchewan, near its newly opened Parts & Logistics Center and regional training academy.

~ Courtesy of AgriMarketing

CNH Revises Agreements: Users Own Their Agronomic Data Although such companies as Deere & Co. and Monsanto’s Climate Corp. insist they have a right to all data collected as combines, tractors and other equipment work fields across the country, CNH Industrial this month updated its user agreements to explicitly state that farmers own their agronomic data, Reuters reported. The American Farm Bureau Federation in January adopted an official policy calling for more transparency and farmer control. Farm Bureau officials met with several data companies this spring to drive home the point. Company responses have varied. Climate Corp. rewrote its privacy policy, retaining the right to use farm data, but promising not to use it to speculate on commodities prices. Deere’s contracts for telematics service now limit how it can use data, but a separate document claims it can use the data it collects, however it sees fit, minus personally identifi-able information.

~ Courtesy of FEMA

EEOC Sues Two Companies In First Transgender Discrimination Cases In our recent Area Meetings, we reported that dealers should be alert for evolving regulations and lawsuits surrounding transgender discrimination. It did not take long. In the first Title VII action taken by the federal government on behalf of transgender workers, the Equal Employment Opportunity Commission (EEOC) has filed two lawsuits against companies accused of discriminating against employees on the basis of gender identity. The federal complaints, first reported by BuzzFeed, were filed in Florida and Michigan, marking the latest effort by the U.S. government to advance LGBT rights across the nation.

~ Ice Miller LLP

To be a veteran one must know and determine one’s price for freedom.

“On this Veterans Day, let us remember the

service of our veterans, and let us renew our

national promise to fulfill our sacred

obligations to our veterans and their families who

have sacrificed so much that we can live free.”~ Dan Lipinski

HONORING ALLWHO SERVED


2014 Holiday ScHeduleTHuRSdAy,NOv.27–Thanksgiving

FRIdAy,NOv.28–Thanksgiving

THuRSdAy,dEC.25–Christmas

FRIdAy,dEC.26–Christmas

Observationscontinued from page 3

results from the work to date. I remain hope-ful that this work will become another example of what can be accomplished when we unite - together we can accomplish what would be impossible for an individual dealer. Recently, we’ve either received a copy or a report that a new / “improved” dealer agree-ment will be issued by an equipment manufac-turer and are working with the IRTF to ensure the agreements are reviewed by legal counsel. If you’ve received an updated/improved dealer agreement (or related documentation), please check with the association to ensure that the association is aware and that you’ve received the information you need to make informed busi-ness decision. Precision Ag service contracts and equipment sales, customer data collection and protection (both production and financial) agreements, pol-icies and procedures are some of the other issues/challenges requiring dealer’s attention. Based on what I’ve seen, heard and read, I don’t know that the industry, particularly dealers, have a full understanding/grasp on what impact Precision Ag will have on their dealerships and customer expectations/relationships. There’s little doubt that the technology will have an impact…how dealerships use the opportunity to increase their profit margins isn’t quite clear just yet! One thing I can say for certain is – in today’s market place successful dealers have learned to pay attention to the details, they use every opportunity to gather quality information and exploit that KNOWLEDGE to their advantage!

REAP the benefits of membership,your PROFITS will follow!

Operation Big Wheels for Hero’scontinued from page 1

The event had three goals:•Honorthetruckdrivers,emer-

gency workers, and veterans that serve our country

•Raisepublicawarenessofourindustries;and•Collect enough money to sponsor a truckload

of wreaths through TCA’s, Truckload of Respect program.

All three goals were met with huge success. Big Wheels for Heroes touch-a-truck event fea-tured a wide range of trucks, heavy equipment and emer-gency vehicles including tractor-trailers, fire, police and other emergency vehicles, a bridge crane and several pieces of construction equipment including an excavator that was used in 9/11 recovery. Sharon Springs Garage participated with equipment demonstations. Each piece of equipment was open to sit in, walk around, honk a horn, turn on a siren or just ask questions of the men and women that operate these vehicles. Equipment dealers should participate in this worth-while endeavor. Do Multi-media advertising, newspaper ads, radio ads, TV ads, flyers sent around the town, dealer-ship website, Facebook and Twitter can be used to promote the event. Forrester Farm Equip-ment in Chambersburg

participated in a similar event that New Holland had for dealers and came in 2nd place for the compa-ny. Just think of the great PR that Sharon Springs Ga-rage and Forrester Farm will get from the local community and of course, helping the excellent proj-ects that this type of event

does for veterans and local community.


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As your busy season begins to slow down, just because customers are no longer lining up for new equipment and service doesn’t mean you need to put up with months of lackluster sales. With some thought and creativity, it is possible to keep the cash register ringing. Take a look at some ideas that may help you work towards building year-round sales, including some clever spins on holiday promotions.

cREAtE yOuR OWN spiN ON thE hOlidAy sAlE Over the past few years, Black Friday, Cyber Monday and other sales “holidays” have grown to epic proportions. Why not enter the fray and create your own spin? Shoppers of all types are accustomed to finding great deals at this time of the year, and are ready to pull out their charge cards to make a big purchase. Look at your numbers and find out what type of sales you can offer. Be sure to advertise in advance, on your website, and notify your customers by mail and email. Once you have brought your customers into the store or to your website, you may make other sales too.

GEt iN thE hOlidAy spiRit Try getting customers to come by with a holiday open house with refreshments, prize drawings, and special markdowns.

GEt ONliNE Increase your online sales by investing some time working on your e-commerce site if you have one, work on getting listings and photos of all your older parts, new and used units uploaded to high-traffic units and parts listing sites. Get active on social media by including links to the listings for those units you really want to clear off your lot. Be sure to embellish your posts with personal, added commentary. Certain dealership management systems, such as ASPEN, have their own locator programs that allow dealers to share parts information with other dealers using the system.

push AccEssORiEs At pOiNt Of sAlE Be sure to use point-of-sale reminders in your business system to suggest additional parts or accessories when ringing up customer sales. These can either relate to the individual customer

or the item they are purchasing. Review your customer records for notes on wearing parts, belts, etc. that might need replacement, and use their model information to let them know about promotions on attachments and other accessories they may need for their particular unit. Use direct mail, email and phone calls to encourage them to pick up any accessories you know that they have been eyeing. This helps you to start preparing for the season ahead—and your customers as well!

OthER WAys tO BOOst sAlEs WithiN yOuR cliENt BAsE You can increase sales right within your own customer base by keeping track of sales history and outstanding quotes. If you’ve been using your CRM correctly, your sales team should already have reminders and calls scheduled to prospects they still haven’t closed sales with. Likewise, review all your service history to see who is due for service and keep an eye out for warranty expirations. While you may not see the same type of numbers in your off-season, these tips can help you maintain sales through those long dreary days. Don’t forget to take some time to rest, recover and make preparations for the next season. For more ways to use your dealership business system to increase off-season sales, see chartersoftware.com/nomoreoffseason.

Tech Savvy Ways to GEAR up sAlEs for Slower Season

·


Northeast Equipment Dealers Association Serving Farm, Industrial & Outdoor Power Equipment Dealers Since 1901

***November***

Heavy-Duty Towing Lights Incandescent or LED / Round Base or Square Base

HDTL30B LED30B-SQ 30 ft. cord *4R plug* Stock Box included 30 ft. cord *4R plug* Stock Box included 70# pull round magnets, 7ft. span 90# pull square magnets, 7 ft. span

Add -SQ for square #90 pull magnets Regular Price: $39.38 Regular Price: $63.95 Special Price: $35.18 Special Price: $53.75 Retail Price: $60.66 Retail Price: $92.67 Case Pack: 6 Case Pack: 6

Order Form Item # Qty. Cost Ea. Total Dealership Name: __________________________ HDTL30B ____ $35.18 __________ Shipping Address: __________________________ LED30B-SQ _ ____ $53.75 __________ City, State, and Zip: ____________________________ SUB TOTAL ________ Terms: NET 30 DAYS TO APPROVED MEMBERS (If not for resale) TAX ________ Freight: PREPAID FREIGHT ON CASE QUANTITIES SHIPPING _________ TOTAL _________ Payment Method (Prepayment is required) Check Enclosed (Payable to NEDA) __________ Credit Card (VISA or MC) Acct # ____________________________________ Exp. Date: ___________ (Circle One) Cardholder Name: _____________________________ Signature: _______________________________

128 Metropolitan Park Drive, Liverpool, New York 13088 • PO Box 3470, Syracuse, New York 13220 800-932-0607 / 315-457-0314 Fax: 315-451-3548 Website: www.ne-equip.com

OFFER EXPIRES November 30, 2014

By JOhN chApiN

youcanabsolutelydouble,triple,orevenquadrupleyourbusi-ness if you’re committed butmake nomistake, it’s going totakeagut-wrenching,monumentaleffort.Soifyou’vegotthestomach for it,putonyourhelmet, fastenyour seatbelt,andfollowthisplan. thREE stEps tO A MAssiVE BusiNEss iNcREAsEstEp 1: stARt With WhAt Built this cOuNtRy MANy yEARs AGO. Inotherwords,startwithalotofblood,sweat,andtears.Nowhining, no complaining, no entitlement, just hardwork,self-discipline,andagreatattitude. Hardworkisthereasonwhytheaveragelegalimmigranttothiscountry is four timesas likely tobecomeamillionaireassomeonebornandraisedinthecountry.Themostsuccess-fulpeopleontheplanetarestillthehardestworkers.MichaelPhelps,eighthoursadayinthepool,OprahWinfrey,BillGates.Allverysuccessfulandstillextremelyhardworkers.Inyourownbusiness,you’vegottoworkespeciallyhardandputinatonofhours.youhavetopushyourselfharderthananyoneelse.youhavetobeaself-starter.Therearenomagicbulletsorshortcuts. Regarding self-discipline, you have to show up and dowhatneedstobedonewhetheryoufeellikeitornot,becausetherewill be dayswhen you don’t feel like it. Failure comesfromwhatyoufailtodo.youhavetoputyourplantogetherandbecommittedtoworktheplaneverydayregardlessofhowyourdaymaybegoing.Bytheway,willpowerdoeswork.Next,youhavetohavetherightattitude.you’vegottohavepassion.youneedadoggeddeterminationandadrivetosuc-ceed.youhavetobeextremelypersistent.youneedabluecol-larmentalityandyou’vegottobehungry.youhavetohaveathick skin, you can’t take things personally, and youhave tokeepgettingupnomatterhowmanytimesyougetknockeddown. Alongwith passion, you need conviction.you can’t foldlikealawnchairoracheapsuitcasewhensomeonecomesupwithanobjectionorbringsupthecompetition.you’vegottobeliefinyourself,yourproduct,andyourserviceandknowthatpeopleneedyouandarebetteroffbecauseofyou.Next,youhavetobecommitted.yourattitudemustbe“all-in”,“failureisnotanoption”,“andI’llmakeitordietrying.” Finally,youhavetoletgoofexcusesandstayawayfromnegativesandnegativepeople.Whereyouendupinthefuturewillcomedowntotwothings:whatyouputinyourheadandwhoyouhangoutwith. stEp 2: put tOGEthER A GRANd plAN. youcanmakeyourbusinesslinear.Howmanynewcustom-ersandbusiness fromcurrentcustomersdoyouneed?What


actionsdoyouneedtotake?Howmanyprospectsdoyouneed?Howmanyphonecallsdoyouneedtomake,howmanydoorsdoyouneedtoknockontosignificantlygrowyourbusiness?youneedannual,monthly,andweeklygoals,allbrokendowntodailyactivity.Think80/20Rule.Theonlyactivitiesthatpayyouareprospecting,presenting,closing,andaccountdevelop-ment.delegateeverythingelse. Thefastestwaytobuildbusinessisbycallingonpeoplein-personoronthephone.Note-mail.you’vegottogetoutandnetwork,meetpeople,knockondoors,andringphones.yourbiggestproblem isobscurity,nooneknowswhoyouarebe-causeyouarenottalkingtoenoughpeople,soyoudon’thaveenoughprospects,andthusyoudon’thaveenoughbusiness.doeverythingnecessarytogetatonofqualifiedprospectsin-cludingcoldcalling.Businessandsalesisacontactsport,it’sanumbersgame.Themorepeopleyoutalkto,themorebusinessyouwilldo,evenablindpigfindscorn. Whenyoutalktopeopleyouhavetogettheirattention.In addition to your competitors, you’re competing with e-mail,voicemail, thedoctor’sappointment, school.Everything.Whatareyoudoingtobeheardthroughthenoise?Whyyou?What’syourvaluestatement?What’syourdifferentiator?Getcreativeandhaveavaluestatementthatisn’tbasedonpriceanddoesn’tsoundlikeyourcompetitor. Also,thereisnonewrelationshipselling,itisandalwayshas been all about personal relationships. Always work onbuilding and advancing relationships.youwant prospects tobecomecustomersandcustomerstobecomeclosefriends.Stayintouch,communicateoften,domorethanexpected,goaboveandbeyond,andalwaysdowhat’srightforthem. stEp 3: REAlizE yOu’RE At WAR, But it’s A WAR yOu cAN WiN. It’satoughworldoutthere.Therearestockmarketcrashes,economicdownturns,BostonMarathonBombings,naturaldi-sasters, thenyou’vegot thepersonal stuff:health issues,flattires,familyandrelationships.There’salwaysgoingtobesome-thingorsomeonegettinginthewayortryingtostopyou,thecompetitionandpeoplewillbeagainstyou.Butifyourmotiva-tionisstrongenoughandyouhavepowerfulreasonswhyyouabsolutelymustsucceed,thenyou’llcontinuetoshowupeverydayandswingaway,andeventuallythelawofaverageswillendupinyourfavor.Remember,attheendofthedayyourlifeandyourbusinessareuptoyou.John Chapin is a sales and motivational speaker and trainer. For his free newsletter, go to: www.completeselling.com . John has over 26 years of sales experience as a number one sales rep and is the author of the 2010 sales book of the year: Sales Encyclopedia.

How to SIGNIFICANTLYINCREA$E bU$INE$$


RESOURCESHuman

When employees feel like they belong in an organi-zation, they will give you their all. When they feel like outsiders, you will only get a half-hearted effort at best. Belonging is a basic human drive, along with food, water and shelter. Yet, many leaders overlook its impor-tance in the workplace and, in fact, may be creating a “culture of exile” that drives employees away. “No one is purposely making people feel they don’t belong, but they’re also not proactively making them feel they do—and that’s a huge mistake. Here are five red flags, that warn managers they are fostering a culture of exile:

1. certain people get preferential treatment. Maybe there are different sets of rules for different employees—full timers vs. part-timers, salaried staff vs. hourly staff, friends of the boss vs. no friends.Preferential treatment is a damaging leadership behavior and a major culprit in making people feel exiled. Follow a leadership code of conduct that demands you treat all employees fairly and equally.

2. cliques and inside jokes flourish. It is amazing how little difference there is between dynamics in high school and the workplace. While lead-ers cannot (and should not) interfere with friendships between workers, you can set an example of inclusion. Make an effort to help everyone feel they belong. Host fun workplace events and celebrations that strengthen bonds between all co-workers. Leaders do set the tone. If you focus on belonging, everyone will.

3. there are obvious signs of hierarchy. Managers may unintentionally send the message that there is a stark division between the management team and employees. It is the manager’s job to break down those walls and create a true team. “Belonging” means everyone is equal and marching together toward common goals. Getting rid of any symbols of divisive-ness is a good start.

4. Entrenched silos lead to information withholding and turf wars. Departments are often different from one another, but they need not be alienated. When employees have that reassuring sense that they belong to the company

overall, they do not have to close ranks and play power games. They can share and collaborate because now it is safe to do so.

5. there is no path for personal development or advancement. True belonging is knowing that you are not just a cog in the machine. It is knowing that management cares about your future and wants you to live up to your potential. That is why it is wise to have a written devel-opment plan for every employee at every level. That type of effort tells employees “You’re safe here, you be-long, and you’re part of the tribe.”

the bottom line: Helping employees feel a sense of together-ness can dramatically boost performance, morale and engagement. When people feel they truly belong, they do everything in their power to make sure the team is successful.

5 REd flAGs

do Employees feel like they 'Belong'?

The Smart Manager's Leadership Code Of Conduct Exceptionalteamscreateexceptionalcompanies.

Treat all employees fairly, respectfully and equally. Strivetoavoidpreferentialtreatment,rewardonmeritandholdeveryone(includingourselves)accountabletothesamesetofstandards.Everyonegetstospeakup.

Deal with issues directly with the person in question. Nocomplainingaboutothersbehindtheirbacks,passive-aggressivebe-haviororbackstabbingofanytype.

Debate in the room, execute out of the room. Weareaccountabletoeachotherfortimelyandqualityresults.Weareallonthesameteam,givingthesamemessage,focusingonrelentlessexecu-tionandthevictorythatcomesfromit.

be a powerful creator. Therearenovictims,rescuersorpersecutorsonourteam.Weareoutcomecreators,insightcreators,actioncreators.

Keep your promises. Your word is your bond. Committoanythingyoucandeliverupon.under-promiseandover-deliver.

be the model of accountability and leadership. Providetheexampleofaccountabilityand leadershipthateveryonecanfollowtosuccess.


HR POLICIES ARE IMPORTANT FOR YOUR BUSINESS

Perceived or real unfairness at work is a major cause for organization unrest and that affects employee productivity. NEDA is offering the TwoGreySuits HR service to our members for just $325 per year, a significant discount from the retail value. Just think! You can download a complete HR Policy Guide and an Employee Code of Business Conduct with one click. First, explore the HR Power Centre at www.twogreysuits.com. It contains everything you need for effective people management. And, when you need answers fast, you can talk to a senior HR Professional 24/7 through the HR Hot Line. Signing up is hassle free. Just click on the URL below and you will be taken to NEDA’s customized sign up page. Fill in the information including the association code which we will provide and you will receive immediate access to the TGS System. NEDA will invoice you for the subscription fee. Sign up today and receive John Walker’s “Technician’s Articles” absolutely free. This is a $59.99 value that is being offered to you from John Walker.

https://neda.twogreysuits.com/sign-up

For more information or questions, please call Dave Close or Ralph Gaiss at the

Association at 800-932-0607


Businesses today face many obstacles. Whether it is an uncertain economy, rising taxes, increased regulations or the looming changes in healthcare -- managing a business is not for the faint of heart. The different generations represented in the workforce today provide additional challenges and complexity for managers everywhere. Twenty years ago, workers in their 60s would be considering retirement. However, with better health, longer life spans, and the need to offset financial losses from the economic crash of 2008, many workers are staying put. Meanwhile, younger generations are pouring in. While managers and human resource leaders have spent decades focused on gender or racial diversity, today’s challenge comes from the different needs, expectations and age span present and developing in the modern workplace. If not properly managed, it will impact productivity, create conflict and result in unnecessary employee turnover. There are four generations working side-by-side today: Traditionalists (1922-1945), Baby Boomers (1946-1964), Generation X’ers (1965-1976) and Millennial’s (1977-1997). How different can four generations be? Experts say history, technology and social norms all contribute to how generations view the world and their place in it. Generations in the workplace today were shaped by such different events as World War II, the Kennedy assassination, the Civil Rights movement, a rising divorce rate and redefined family, September 11th, the War on Terror and the debate over gay rights. Add globalization and the incredible and ongoing technological advances of the last 50 years, and you will find ample reason for gaps and clashes in how people work and communicate.However, businesses that address generational diversity and educate their workers can turn the dynamic to their advantage. In the same way that gender and racial diversity improved the modern workforce, so can generational diversity.

1. Be flexible with communication methods. Traditionalists and Baby Boomers typically prefer to communicate and plan in person. They enjoy meeting face-to-face for strategy sessions. They do not understand why their fellow Xers and Millennials kick back against regular meetings preferring email, chat, conference calls or their company’s intranet. Strike a balance between the two styles and encourage managers to keep an open discussion as to how teams share ideas and communicate.

2. understand your audience. Study up on the general characteristics of each group. Most managers either are Xers or older, so they are familiar with how to motivate and attract their near cohorts. However, what about Millenials? You might be surprised to know that money is not their top motivator – they (on the whole) look for jobs that are flexible and meaningful. They prefer regular feedback instead of annual reviews, ongoing education and mentoring programs and access to social media at work. Be flexible and informed so that your business can attract and retain top talent.

3. Respect experience. One common complaint from Boomers and Traditionalists is that Xers and Millenials have it too easy, are undisciplined, receive too many incentives up front and expect instant success and promotions. Counteract these impressions by taking care of your Boomers and Traditionalists when drawing new talent. Make sure they are getting the rewards, promotions, accolades or simple “thank-you” they deserve.

4. Educate the masses. Consider an annual workshop on generational awareness, especially for individuals that work as a team. When employees identify those generational characteristics they and/or their teammates possess, they are better equipped to understand each other and work effectively together.

5. Encourage positive relationships. Schedule work events where all employees can relax and bond outside of their day-to-day tasks. Employees who are friendly will be more willing to work through their differences in a productive and cohesive way.

6. Mix and match. Urge employees to draw on the unique strength of their coworkers. A Boomer has more hands-on experience and can mentor Xers and Millennials. Millennials and Xers typically are more adventurous technologically and in trying new processes, making them great innovators and troubleshooters. Respect each of these strengths as a manager; encouragestaff to do the same.

7. honor the basics. Remember that despite generational or individual

continued on page 18

MANAGING GENERATIONSin the Workplace

By GREGORy p. sMith


In our technology-centered lives, we tend to take for granted what ultimately makes all our gadgets work: electricity! We rush to “plug in” and generally don’t think twice about the power that keeps us connected. To bring attention to a grow-ing hazard and to coincide with 2014 National Fire Prevention Week (October 5-11), let’s discuss electricity—a power source that’s similarly taken for granted and of-ten ignored as a fire risk.

ExtENsiON cORds Extension cords are useful for temporary wiring needs. The key word here is temporary. Extension cords should never be used as a permanent fix for reaching a pri-mary power supply. Extension cord fire risk is main-ly from overload. Overloads occur when extension cords are carrying more current than they are capable of, which can cause the plug, sock-et, or the entire cord to heat up. If the cord is near some easily com-bustible material, the excess heat could ignite a fire.

Cord size and capacity

must meet or exceed the require-

ments of the device being

plugged into it. For example,

a tool needing 14 amps must be pow-ered by an extension

cord with a minimum capacity of 14 amps. This is particularly

important for lon-ger cords,

since power capacity diminishes with length.

pOWER stRips Country singer Trace Adkins made headlines in 2011 because of a fire that burned down his house. Investigators determined the fire started in the garage…from an overheated power strip. Have you ever “discovered” a power strip hidden beneath dusty, forgotten piles of papers or other things? We probably all have and didn’t even consider the potential risk. But think about this: That bur-ied power strip may be generating heat that could, over time, lead to combustion of whatever material it’s near. Most power strips have the capacity to power multiple items, or the equivalent of 15 amps. The power draw of each item should be considered before plugging in additional devices. As items are added, the chances increase for overheating and overloading the power strip.

pOWER lOAd Knowing what types of elec-trical setups your company has is just the basis of a proactive fire prevention risk management plan. As electrical use in-creases, attention must be paid to the over- a l l load on the entire system. Recognizab le warning signs of inad- equate load may be as slight as lights dimming when equip-m e n t turns on, to a more urgent indication

like a breaker that continually trips. All

workers should be aware of the warning signs, as ear-

ly detection of electrical issues is a valuable preventive for fires.

If your electrical system is showing signs of being insufficient, a com-petent electrical contractor should be consulted. This is especially im-portant before installing any new machinery or whenever electrical problems are noticed.

dAisy chAiNiNG Daisy chaining refers to an un-safe method of linking extension cords or power strips together in any combination, which can pres-ent undue fire risk and should never be allowed. The main reason people set up daisy chains is from a need for either more cord length or more outlets. Both situations create increased stress on the pow-er strip or extension cord that is plugged into the main outlet. That plug will have the most load and be increasingly stressed with each item added to the “chain.”

thE BuRNiNG issuE Of ElEctRicAl fiREs There are so many good rea-sons to pay attention to the elec-trical system your business uses every day. Not only will awareness help decrease the risk of electric shock and fire, you could also see

more efficient use of power and less maintenance needed. Conscientious awareness and fire prevention tactics can actually contribute to your company’s fiscal fitness. The costs for electrical sys-tem improvements or a stepped-up maintenance program can general-ly be absorbed. But the costs from a fire can mean the difference be-tween staying in business or not. By incorporating risk management strategies, you are taking impor-tant steps toward helping to keep your employees and business safe.

continued on page 18

A plug for ElectricalfiRE pREVENtiON


I just read a highly interesting article in Reuters written by James Kelleher about Caterpillar. Because there were some quotes in the article by Caterpillar executives, the article quite necessarily had to have the “blessings” of Caterpillar. The article pointed out that Caterpillar figures its’ 178 independently owned businesses (dealers) are “missing out on somewhere between $9 billion and $18 billion each year in easy to capture revenue” . . . primarily in the area of product support. Strange as it may seem the farm equipment industry received similar information 25+ years ago when Stu MacKay performed an “in-depth” survey of the farm equipment customers and reported that 90% of the farm equipment dealers service business was lost through a lack of service marketing . . . and that the major players at that time were leaving in excess of $8 billion (that’s a b) on the table. Stu later did an extensive study of product support in the construction industry and came up with very similar numbers. Back in those days the computer and diagnostic technology was just entering the picture and nobody wanted to devote the time and effort to discover just who was buying what services from the equipment dealer. The manufacturers were pushing market share and most dealers were more interested in achieving market share rather than attacking that “low-hanging fruit” we refer to as the equipment dealers’ unfocused opportunity. Years ago the Service Department was referred to as the black hole of the dealership and the only (assumed) value of the department was to handle set-ups and warranty. Seldom was it recognized as a true profit center capable of covering all the dealership’s fixed overhead and variable selling expenses, by providing the dealership a 100%+ Absorption Rate. For years we have attempted to point out to equipment dealers this one extremely important and basic fact: When it comes to the equipment dealer’s parts and service, the customer has a choice! They have a choice to go elsewhere to have their equipment serviced. Therefore, it is extremely critical that the equipment dealer body recognize this point and begin to market the quality of the dealership’s service long before the sale is made, during the selling process and, continually after the customer has departed the dealership after the sale has been consummated. Fortunately, this situation is slowly beginning to change. Dealers are beginning to figure out that as a Profit Center, the Service Department is most likely to

carry the highest margins of any department within the entire dealership. With major manufacturers beginning to recognize the value of service sales and profits and Absorption Rate, maybe more and more dealers will begin to search out and discover their unrecognized opportunities. Dealer Principals stop reading, right now, pull out your financial statement and look at two numbers: 1) Your Parts Sales and, 2) your Service Sales. If the ratio of these two numbers is out of “whack” you will know immediately that you have a problem. I pointed out to a dealer that his service sales were less than 15% of his parts sales and told him he had an unrecognized opportunity and that his competition was eating his lunch! His reply . . . “I don’t have enough technicians to take on more of a work load.” Most equipment dealers have what we will refer to as a computer overload. Your managers and personnel have more reports available on today’s computers than they can possibly use and complain that they don’t have the time to make use of these reports. Customers have a choice: We have stated this numerous times and normally spend five minutes to prove to a typical equipment dealer that he has hundreds of customers who don’t buy service from the selling dealer. Do you know, and if you do know the report that provides you this information, do you use that report in an attempt to recognize your opportunities? If you don’t use the report then you will continue to have unrecognized opportunity! Back to the article which states that too many of the 178 Caterpillar dealers “are not tapping into the wealth of real-time customer data now at their fingertips” . . . Ask yourself is this happening in your dealership, how many customers do I have out there in our market who are buying our product but not our quality service? How many dollars in sales and profits are we failing to capture in service each and every year? How do we focus, how do we attack and pick this “low hanging fruit”, known as our unrecognized opportunity? Some successful equipment dealers recognized these service opportunities years ago and developed a secondary sales force dedicated to marketing the dealership’s product support. Too many dealers ignored the opportunity and either “sat back and waited” for the business to come back to them or did nothing to change the status quo of their business. The customers continued to grow their repair business or took their business elsewhere.

continued in December NE Dealer

what do you know aboutsERVicE MARkEt pOtENtiAl?

thE AftER MARkEt sAlEs fORcE

BY JOHN WALKERPresident,AfterMarketServicesConsultingCo.,Inc.–817StockbridgeDrive,#399,Ft.Mill,SC29708•Cell918-230-0791

www.amsconco.com


AffORdABlE cARE Act (AcA)

PCORI Fee Amount Adjusted for 2014

The Affordable Care Act (ACA) imposes a fee on health insurance issuers and self-insured plan spon-sors in order to fund comparative effectiveness research. These fees are widely known as Patient-Cen-tered Outcomes Research Institute fees (PCORI fees). On Sept. 18, 2014, the Internal Revenue Service (IRS) published Notice 2014-56, which provides the adjusted PCORI fee amount for plan years ending on or

after Oct. 1, 2014, and before Oct. 1, 2015 (that is, 2014 for calendar year plans). For plan years ending on or after Oct. 1, 2014, and before Oct. 1, 2015, the PCORI fee amount is $2.08 multiplied by the average number of lives covered under the plan. In the future, the IRS will pub-lish the adjusted PCORI fee amount for plan years ending on or after Oct. 1, 2015, and before Oct. 1, 2019.

OVERViEW Of pcORi fEEs The PCORI fees apply for plan years ending on or after Oct. 1, 2012, but do not apply for plan years ending on or after Oct. 1, 2019. For calendar year plans, the fees will be effective for the 2012 through 2018 plan years. Issuers and plan sponsors must pay PCORI fees annually on IRS Form 720 by July 31 of each year. The fee will generally cover plan years that end during the preced-ing calendar year.

pcORi fEE AMOuNts The PCORI fees are calculated by multiplying an applicable rate for each tax year by the average number of lives covered under the plan. The applicable rate for each tax year is as follows:• $1forplanyearsendingbeforeOct. 1, 2013 (that is, 2012 for calen-daryearplans);and• $2forplanyearsendingonorafter Oct. 1, 2013, and before Oct. 1, 2014. For plan years ending on or after Oct. 1, 2014, the PCORI fee amount will increase based on in-creases in the projected per capita amount of National Health Expen-ditures. Under Notice 2014-56, for plan years ending on or after Oct. 1, 2014, and before Oct. 1, 2015, the adjusted PCORI fee amount is $2.08 multiplied by the average number of lives covered under the plan. This amount was calculated based on the percentage increase in the projected per capita amount of the National Health Expenditures published by the U.S. Department of Health and Human Services on Sept. 3, 2014 (Table 3). ~Submitted by Darwin Allen

Haylor, Freyer & Coon, Inc.800-289-1503

communicating With Employees during Open Enrollment Open enrollment can be a hectic time for both employers and employ-ees. Between budgeting and anticipating needs, both sides can become over-whelmed when choosing a benefits package that balances cost and value. Amidst the stress of research and deadlines, communication is the critical com-ponent that will help both parties reach a satisfactory conclusion. With that in mind, here are some helpful suggestions to use employee communication to your maximum advantage: 1. Understand workforce benefit needs. Consider surveying your employ-ees to gauge their satisfaction with current options and ask what they are looking for in terms of benefits. Compare this information to plan utilization trends. When combined, this data should tell you what employees’ value and what they don’t, while possibly identifying benefits employees want but didn’t know they had. 2. Customize benefits and information resources to the life stages of your employees, instead of taking a one-size-fits-all approach. For instance, if you employ a large older population, feature more retiree benefits and long-term care insurance. 3. Start talking about enrollment early. Provide plan details several weeks before the enrollment deadline. Avoid using insurance and benefits industry jargon as much as possible, and present information in easy-to-understand terms. Explain the difference between general and voluntary benefits. Provide sources for additional information, as well as contact information for employ-ee questions. Consider featuring employee stories about the impact benefits have had on their lives. 4. Repeat information. Conduct meetings and seminars and offer calcula-tors, intranet education information and benefit fairs. If your organization is smaller, conduct one-on-one meetings with employees to determine exactly the type of information they need. 5. Maintain all Summary Plan Descriptions on your website, rather than directing employees to the insurance carrier site for information.

~Submitted by Darwin AllenHaylor, Freyer & Coon, Inc.

800-289-1503


differences, all employees at their core desire the same things: equal and fair treatment, appreciation for their contributions, open communication with their superiors and advancement opportunities. If these bases are covered, the conflicts that inevitably arise in every workplace will be manageable. Greg Smith is the founder and President of Chart Your Course International Inc., a leadership development and talent management firm. Smith helps businesses and executives accelerate individual and organizational performance. Smith has written more than 350 articles and nine books including his latest, Fired Up! Leading Your Organization to Achieve Exceptional Results. For more information visit www.chartcourse.com. or call 404-954-2033.

MANAGING GENERATIONS continued from page 14

What does your workforce look like?

Traditionalist baby boomer Generation X Millennial

Style Formal,disciplined Semiformal Independent Eye-catching, conforming,reserved optimistic, irreverent fun,confident involved skeptical social

Family Traditional disintegrating Latch-Keykids Merged

Education Adream Abirthright Awaytogetthere Anincredible expense

Attitude Acceptingandtrusting Acceptthe"rules" Openlyquestion OKwithauthority ofauthorityand ascreatedbythe authority;often thatearnstheir heirarchy Traditionalists brandedascynics respect andskeptics

Tactics Print,conventional Print,conventional Online,some Online,wired mail,face-to-faceby mail,face-to-face face-to-face seamlessly phone,someonline dialogue,online meetings(if connectedthrough information/interaction tools&resources needed),games, technology technological interaction

Frequency Indigestibleamounts Asneeded Whenever Constantof feedbackSources for breakout box: The 2020 Workplace by Jeanne C. Meister and Karie Willyerd, “Mixing andManaging Four Generations of Employees” by Greg Hammill, director of Fairleigh dickinson university’sSilbermanCollegeofBusiness.


Equipment dealers have diff erent needs when it comes to retail fi nancing.

Equipment dealersare like fi ngerprints…no two are alike.

Diversifi ed Financial’s retail fi nancing,leasing and insurance programs provide value and benefi ts that meet the unique needs of every equipment dealer.

Discover the diff erence today!

• No Recourse, No Reserves - Diversifi ed funds 100% of amount fi nanced with no contingent liabilities

• Increased Profi t Margins - Using origination fees

• Low, Competitive Interest Rates - Fixed rates36-72 months

• User-Friendly Programs - Same rates for new and used equipment. Leases available.

• Sales Bonuses - Paid directly to sales personnel

• Quick Dealer Settlements - You get your money faster with Diversifi ed (via ACH or overnight)

• Physical Damage Insurance - One-stop fi nancing and insurance

Diversifi edFinancialPH. 800-648-8026www.dfsfarm.com

www.osholutions • 717.885.7276

y N NA1. there is an OshA poster located in a conspicuous location2. A log of injuries (OshA 300 form) is maintained3. the OshA 300 A summary form is posted each year between

february 1 through April 14. Written programs (where applicable) have been developed for: Bloodborne Pathogens Confined Space Entry Emergency Action Hazard Communications Hearing Conservation Housekeeping (required under the Grain Handling Standard)

Maintenance Program (required under the Grain Handling Standard)

Personal Protective Equipment Respiratory Protection5. Written assessments with certification have been completed Confined Spaces Personal Protective Equipment6. Employee training Bloodborne Pathogens Hearing Protection Permit-Required Confined Spaces Lockout/Tagout Powered Industrial Trucks Hazard Communications Fire Hazards Fire Extinguishers First Aid (In absence of Advanced Care within 10 minutes)

Welding and Cutting Grain Handling Standard Electrical Safety – Maintenance and Machine Operators7. Annual Reviews Confined Space Entry Permits Lockout/Tagout Procedures8. inspections are conducted for: Cranes – Frequent and Periodic Powered Industrial Trucks –prior to each shift Fire extinguishers- Monthly and Annually Performance of Lockout/Tagout by Authorized Employees – Annually9. permits are used for: Permit-Required Confined Space Entry Hot Work10. the company has an OshA inspection protocol in place to

guide management in the event of an inspection

TheOSHAComplianceChecklistpROGRAM Audit


The OSHA Compliance Checklist

Program AuditPage 2

Y N NA

First Aid (In absence of Advanced Care within 10 minutes)

Welding and Cutting

Grain Handling Standard

Electrical Safety – Maintenance and Machine Operators

7. Annual Reviews

Confined Space Entry Permits

Lockout/Tagout Procedures

8. Inspections are conducted for:

Cranes – Frequent and Periodic

Powered Industrial Trucks –prior to each shift

Fire extinguishers- Monthly and Annually

Performance of Lockout/Tagout by Authorized Employees – Annually

9. Permits are used for:

Permit-Required Confined Space Entry

Hot Work

10. The company has an OSHA inspection protocol in place to Guide management in the event of an inspection

sAMplE pOlicy 1:This first policy stresses the importance of taking vacation time by forbidding carryovers except when special workloads make it impossible for employees to take the vacation due them: “XYZ believes that vacation is important to the health and well-being of our employees and encourages all employees to utilize their vacation days. Therefore, XYZ will not accumulate unused vacation days or pay for unused vacation days. . . . In the event special work demands prevent an employee from taking all available vacation days, however, a request may be made to carry over no more than five days into the next vacation cycle. To be effective, approval must be in writing.”

sAMplE pOlicy 2:This second policy goes on to specify how vacation time accrues and when it may be used. It also specifies what happens if the employee is fired before using accrued vacation days: “If an employee is terminated prior to completion of the Introductory Period, no vacation days are accrued . . . but once that time has passed, an employee will be entitled to vacation pay for accrued but unused vacation days on a pro-rata basis.” The second policy specifies how vacation days are accrued and alerts employees to the need to obtain their supervisor’s approval of their leave: “Each full-time employee may take vacation with full pay at such time as is mutually agreed upon between the employee and the owner or manager of operations. After one year of full-time employment, the employee accrues five working days of paid vacation annually; after two years, 10 days; after

sAMplE pOlicy

five years, 15 days; and after 10 years, 20 days. Ifan authorized holiday occurs within an employee’s vacation period, equivalent time off with pay will be provided. “Full-time employees may carry over up to five days of vacation leave per calendar year. If not used, remaining vacation time will be forfeited. “All vacation leave must have the prior approval of the employee’s supervisor. So please check with your supervisor before making vacation plans. Maximum vacation leave to be taken at any one time is 15 days, unless prior approval is granted by the manager of operations.

pOlicy cONsidERAtiONs: Companies recognize the payoff of giving employees a respite, and many still insist that employees take vacation on a regular basis. In determining vacation policy, you must specify to employees how they accrue vacation time, the terms under which vacation is to be taken, how to request the time off and what happens to unused vacation if the employee leaves the company. Some issues to consider when drafting your policy:

•how much time. Employees earn so much paid vacation per work period. For example, a two-week-a-year vacation would accrue at .833 days per month worked. In many companies, regular full-time employees accrue one day of paid annual leave at the end of each month after the first six months of employment. Exceptions: Time spent on leaves of absence for jury duty, military service or extended illness usually does not count for vacation accrual.

•Eligibility. At what point does the employee become eligible to take vacation, i.e., after six months or one year of employment?

•Requesting vacation time. How far in advance should employees schedule vacation, and to whom do they make such requests? How much time may be taken at one stretch? Normally, employees with seniority will get priority when vacation requests conflict. Also, make sure your policy states that the company’s needs take priority, so vacations may need to be rescheduled or requests denied.

•unused vacation time. Can employees receive pay in lieu of vacation? At what point do they lose accrued vacation time, or may it be carried over from one calendar year to the next? Many companies insist that employees use accrued vacation within a certain period or lose it.

VACATIONS


INCLUDES FIGURES FOR:• Lawn Tractors, Garden Tractors, Compact Tractors, Riding Mowers, Commercial Walk-Behinds & Riders• 7 Engine Manufacturers• 34 Equipment Manufacturers• 8 Compact Tractor Manufacturers

LISTS SUGGESTED REPAIR TIMES FOR:• Internal engine components • Drive train components • Mower Deck components• Steering components• PTO components

NORTHEAST EQUIPMENT DEALERS ASSOCIATION128 Metropolitan Park Dr., Liverpool, NY 13088

Mailing address:P.O. Box 3470, Syracuse, NY 13220

Phone: 800-932-0607 • Fax: 315-451-3548

Please send me:_____ copy(ies) in book format at the member price of $336_____ copy(ies) in CD-ROM format at the member price of $336_____ copy(ies) in both book & CD-Rom format at member price of $376

First Name_______________________________________________________________

Address _________________________________________________________________

City / State / Zip __________________________________________________________

Phone_______________________ Fax ________________________________________

Signed__________________________________________________________________

Credit Card #________________________________ Type ________________________

Expiration Date___________________________________________________________

CREDIT CARD PROGRAMEMS (ELECTRONIC MERCHANT SYSTEMS)Steven Miller866-367-1818,[email protected]

DIVERSIFIED FINANCIALYour Financing ChoiceTerry boer [email protected]

FEDERATED INSURANCE COMPANYProperty&CasualtyInsurance(8statesexceptvT),HealthInsurance(PAonly)Workers'Comp(AllstatesexceptNy)John ballardat800-241-4945,[email protected]•www.federatedinsurance.com

HAYLOR, FREYER & COON, INC.HealthInsuranceProgram/BlueCross/BlueShield Debra S. Dobroski at315-703-3229 [email protected]•www.haylor.com

PhysicaldamageInsurance,Rental/LeasingEquipment Darwin Allenat800-289-1503(HF&C,Inc.) [email protected]•www.haylor.com

Workers'Comp(ReturndividendProgramforNydealersonly)Property&CasualtyInsuranceforvT Darwin Allenat800-289-1503 [email protected]•www.haylor.com

LEGAL ASSISTANCE – FREE LIMITED Dave Shay at816-421-4460Fax:816-474-3447•[email protected]

NEDA ON-LINE CAMPUSDave [email protected]

PARTNERSHIP Freight ProgramyellowFreight,uPSFreight,FedExGroundKeith [email protected]

POWER PRO ACCREDITED DEALERJoe [email protected]

REGULATORY CONSULTANTS, INC.CERTIFIED SPCC PLANDave Closeat800-932-0607x235Robb Roeschat800-888-9596x222www.rci-safety.com

SUCCESSION PLANNING - buy / SellPlanningSolutionsGroupDon HannahsPhone:301-543-6000888-740-3501–Fax:[email protected]

TELEPHONE DISCOUNT PROGRAMWorldNetSolutions,Inc.866-532-7653MentionNAEdA

Ralph Gaiss,ExecutivevP/[email protected]

Dave Close,[email protected]

Kelli Neider,[email protected](BusinessForms)

Tim Wentz,FieldServicesdirectorCell:717-576-6794,Phone:717-258-1450Fax:[email protected]

Scott Grigor,NyFarmShowManager800-932-0607,[email protected]

Art Smith,Consultant/Editor,NEdealer717-258-8476,Fax:[email protected]

CHARTER SOFTWARE bUSINESS SYSTEMSMelissa Amen303-932-6875-Ext.219www.chartersoftware.com

CERTIFIED bUSINESS VALUATIONSSWAFinancialConsulting,P.C.Curtis A. Kleoppel / bob Charbonneau816-561-5323x116&117Fax:816-561-1249or800-762-5616

For Service / SPoNSoreD ProGrAMS,cAll Your ASSociAtioN

800-932-0607 • 315-457-0314 • Fax: 315-451-3548 • www.ne-equip.com


Vaccinations . . . for Adults

you're never too old to get immunized! Getting immunized is a lifelong, life-protecting job. Don't leave your healthcare provider's office

without making sure you've had all the vaccinations you need.

VAcciNE dO yOu NEEd it?

Hepatitis A Maybe. You need this vaccine if you have a specific risk factor for hepatitis A virus infection* or simply (HepA) want to be protected from this disease. The vaccine is usually given in 2 doses, 6-18 months apart.

Hepatitis B Maybe. You need this vaccine if you have a specific risk factor for hepatitis B virus infection* or simply (HepB) want to be protected from this disease. The vaccine is given in 3 doses, usually over 6 months.

Human Maybe. You need this vaccine if you are a woman age 26 years or younger or a man age 21 years orpapillomavirus younger. Men age 22 through 26 years with a risk condition* also need vaccination. Any other man(HPV) age 22 through 26 who wants to be protected from HPV may receive it, too. The vaccine is given in 3

doses over 6 months.

Influenza Yes! You need a dose every fall (or winter) for your protection and for the protection of others around you.

Measles, Maybe. You need at least 1 dose of MMR if you were born in 1957 or later. You may also need a 2nd mumps, dose.*rubella (MMR)

Meningococcal Maybe. You need this vaccine if you have one of several health conditions, or if you are 19-21 and a(MCV4, first-year college student living in a residence hall and you either have never been vaccinated or were MPSV4) vaccinated before age 16.*

Pneumococcal Maybe. You need 1 dose of PPSV23 at age 65 years (or older) if you've never been vaccinated or you (PPSV23, were previously vaccinated at least 5 years ago when you were younger than age 65 years. You also PCV13) need 1-2 doses if you smoke cigarettes or have certain chronic health conditions. Some adults with certain high risk conditions also need vaccination with PCV13. Talk to your healthcare provider to find out if you need this vaccine.*

Tetanus, Yes! All adults need to get Tdap vaccine (the adult whooping cough vaccine) and women need to get diphtheria, a dose during each pregnancy. After that, you need a Td booster dose every 10 years. Consult your whooping healthcare provider if you haven't had at least 3 tetanus- and diphtheria-containing shots sometime in cough your life or have a deep or dirty wound.(pertussis) (Tdap, Td)

Varicella Maybe. If you've never had chickenpox or were vaccinated but received only 1 dose, talk to your (Chickenpox) healthcare provider to find out if you need this vaccine.*

Zoster Maybe. If you are age 60 years or older, you should get a 1-time dose of this vaccine now. (shingles)

*Consult your healthcare provider to determine your level of risk for infection and your need for this vaccine. Are you planning to travel outside the United States? If so, you may need additional vaccines. The Centers for Disease Control and Prevention (CDC) provides information to assist travelers and their healthcare providers in deciding which vaccines, medications, and other measures are necessary to prevent illness and injury during international travel. Visit CDC's website at www.cdc.gov/travel or call 800-CDC-INFO (800-232-4636). You may also consult a travel clinic or your healthcare provider.

Technical content reviewed by the Centers for Disease Control and Prevention1573 Selby Avenue- Saint Paul, Minnesota 55104 -- 651-647-9009

www.immunize.org•www.vaccineinformation.org


how Will Dealers Fare During Full-Year 2014? Nearly one-half of North American farm equipment dealers are expecting that full-year revenues from thesale of new equipment in 2014 will be down vs. 2013. This is about the same percentage who also project declining revenues in the year ahead.

~ AEI

EquipMENt iNdustRy NEWs

Kubota, independent Dealers most optimistic for 2015 For Ag Equipment Intelligence's2015 Dealer Business Outlook & Trends survey, Kubota and independent dealers, those not carrying any of the major brands, are at the top of this year's "most optimistic" list. At the other end of the "optimism" scale are Case IH and John Deere dealers.

~ AEI

sales Decline slowed in september North American large ag equipment retail sales declines slowed in September (likely due to easier comps), with 4WD tractor sales down 13.8% year-over-year (down 36.8% last month), combine sales down 11.4% (down 24.3% last month), and row-crop tractors down 2.4% (down 9.3% last month), according to the latest numbers released by the Assn. of Equipment Manufacturers.

~ AEI

half of North American Dealers see sales Revenues Declining in 2015 Farm equipment dealers in the U.S. and Canada are gearing up for a slowdown in new ag machinery in the year ahead. The dealers' outlook for used equipment is only slightly more upbeat. Between the two countries, Canadian dealers are decidedly moreoptimistic about their prospects in 2015 than are their U.S. counterparts.

~ AEI

Kubota unveils New, Bigger Tractors and Brand strategy And so the fun begins! Kubota has publicly begun its attempt to wrest a share of the mid- to upper horsepower tractor market from established players in Europe, while also declaring its intention that "Kubota" will become the future brand for its field equipment lines. Kubota also demonstrated to itsdealers its longer term single-brand strategy by showing a complete range of Kverneland and Vicon tillage and hay equipment with unequivocal Kubota branding. The 2012 acquisition of Kverneland brought a comprehensive range of hay tools and tillage implements into the Kubota fold, which not only contributes upward of $1 billion in revenues but will be strategically important in securing a distribution network in tillage farming areas where Kubota is less well represented. The DisneylandAgri Convention brochure declares that 2015 will be the year of Kubota, when broadened ranges and new synergies will mark a turning point for the corporation in Europe. And, no doubt, the year when the new full-line manufacturer takes its growth project into North America.

~ AEI

Equipment BrandsRepresented in 2015 survey


Your business information— wherever you are!

● Accounting ● Inventory ● Rental ● Sales ● Service ● CRM

● OEM Integration ● Mobile Access● Customer Portal ● Data Mining

Smart Equipment Dealers Guide to Managing Remotely

chartersoftware.com/managing-remotely

NortheastEquipmentDealersAssociation

Established 1901

Endorsed Provider

Complete, NEDA-Endorsed Dealership Management System

Charter Software has been around for 30 years! To commemorate our anniversary, we are the story of how we've grown and the dealerships who have grown with us. If you have a story to share about howyour dealership has grown with Charter, please share it with us on our Facebook page! What began in the late 70’s as a father’s basementhobby in Central Illinois is now in its 30th year a successful, mid-sized developer and vendor of dealership management systems. In 1984, Gerry Fricke, who had been tinkering with software development as a hobby, customized his DOS-based accounting software, PC-General Ledger to meet the specific needs of equipment dealers. In 1996, when Fricke’s daughter, Anne Salemo, acquired the company, she set forth to realize her vision to migrate from a DOS-based system for equipment dealers to a full-blown Windows-based business system for equipment dealerships. The result was the launch of DealerWin, Charter’s first Windows product.

fAst fAct: charter software's roots are in thefamily basement.

Being one of the first providers of a Windows-based system with tools for accounting, service, parts, customer, and inventory, Charter was soon chosen as a recommended vendor by multiple regional equipment

dealer associations. The Iowa-Nebraska Equipment Dealers Association (I-NEDA) was first to endorse Charter Software as a Recommended Provider to their member in 1998, followed by the Northeast Equipment Dealers Association (NEDA) in 2004, and the Midwest (MEDA), Mid-America (MAERA), Canada East (CEEDA) Associations in 2006. Getting backing from these regional dealer associations as an endorsed provider is a huge compliment, and a status that we are proud to still maintain,” says Salemo.

fAst fAct: charter software is the onlydealership software vendor endorsed by fiveregional equipment dealer associations.

staying Ahead of the curve As a key contributor to the company’s endeavors,Anne’s enthusiasm for the success of this industry continues to propel Charter forward in finding new, innovative ways to meet the changing needs of equipment dealers. “This vision of always improving how equipment dealers manage their business remains foremost in the company’s development efforts, “says Salemo. “We like to think we're always a little ahead of the curve.” The full article can be accessed on our site at: http://www.chartersoftware.com/chartersoftware-turns-30.

Charter Commemorates Moving Dealers Forward for 30 Years!


When to call a CVA

Here are some of the events that trigger the need for a business valuation:

• Buy/Sell Agreements

• Succession Planning

• Mergers and Acquisitions

• Liquidation or Reorganization

• Estate and Gift Tax Planning

• Divorce Proceedings

To be sure you know the actual value of

your most important financial asset, contact

Southwestern Association, your equipment

and hardware specialist.

buying • selling • merging

reorganizing

CERTIFIED BUSINESS VALUATIONSPhone 816.561.5323 Fax 816.561.1249

Toll Free 800-762-5616

TRAiN YouRTRAiNERForklift operator safety Training

& Certification Courses if you do not have a certified trainer at your

dealership or have mistakenly let your certifications lapse – NeDA cAN HeLP!

NEDA staff provides ONE (1) forklift safe-ty training & certification course at your dealership for all staff personnel autho-rized to operate your forklift(s). i.e. Parts, Sales, Service staff (must be over 18 years of age or older).

$400.00Plus Expenses for on-site training

Training Materials IncludedPrices Subject to Change

If you would like to schedule acertification/recertification

(required every three years)

Call Kelli or Daveat the Association, 800-932-0607.


During these competitive times, a growing number of successful businesses are viewing risk management as a way to protect their people and their profits. Creating a strong risk management culture is an investment in your future. But don’t take our word for it—here’s what business owners like you are saying about risk management.

1. stARt At thE tOp Management should model good behavior, reinforce a “safety first” message, and invest the time to implement sound policies and procedures. With their buy-in, it’s easy to get a risk management culture off the ground.

2. tAkE cONtROl A significant number of the claims experienced by Federated policyholders are preventable. Take control by developing and enforcing policies related to safety, conduct, and hiring. Designating a single employee to surround these critical practices is one way to take the reins.

3. EMpOWER EMplOyEEs Give employees the tools and incentive to take ownership in a risk management culture. Conduct regular safety meetings, provide personal protective equipment, and set clear expectations. Then, reinforce positive behavior with recognition, compensation, or other rewards.

4. it hAs A fiNANciAl iMpAct The direct cost of losses, such as property damage and medical expenses, are covered through insurance. But, “hidden” expenses can quickly add up; for example,those related to hiring and training new employees, lost productivity, damaged company reputation, and decreased employee morale. Additionally, losses can impact your workers compensation experience mod, which, in turn, can lead to higher insurance costs. You don’t have to tackle risk management issues alone. Federated can help through:

• LocalmarketingrepresentativeswhoperformannualRisk Control ReviewsSM designed to help identify andpreventthelossesimpactingyourbottomline;

• On-siteriskmanagementexpertisefromaFederatedriskconsultant;

• RemoteconsultationandsupportmaterialsfromtheRiskManagementResourceCenter;and

• Online risk management tools available 24/7 viaFederated’s Shield NetworkSM.

Want to learn more? Your Federated representative is ready to discuss how a risk management culture can benefit your business today!

~Submitted by Federated Insurance Co.

Everyone is Talking…About Risk Management

fiRE pREVENtiON continued from page 15

how to set up a basic fire escape plan: • Prepareandpostmapsfortheentirefloorarea.

Label all windows, doors, and stairways for each room.

• Decideonthebestexitfromeachroomorarea;then determine an alternative exit as well.

• Usemarkingsandsignstoshowemergencyexitsthrough halls or stairways.

• Try your escape routes. Are they realistic andpractical for emergency use?

• Testwindows.Canemployeesorcustomerseas-ily unlock, open, and exit through them? If not, place tools nearby.

• Determineifanoperationneedsanemergencyshutdown procedure along with evacuation.

• Create an employee evacuation notificationprocedure.

• Designate a meeting place outside, preferablythe front of the building.

• Appoint leaders to direct exiting and accountfor employees and customers.

• Holdperiodicfiredrillsandevaluateresults toimprove procedures.

• Adaptthisplanforanyoffsitebuildings. Federated Insurance has developed a Fire Pre-vention Packaged Program, which includes specific checklists and resources for your fire prevention and educational efforts. Contact your local Federated marketing representative or Federated’s Risk Man-agement Resource Center (800-838-1760 or e-mail [email protected]) for more information.


Equipment dealers have always envied car dealerships because they had timely auction prices available to them to assist in valuing a trade-in. Car dealerships knew up front that if they didn’t sell the trade-in in a set period of time (3-4 months) they could wholesale it or take it to an auction and wash out of the deal or at worse limit their loss and move on to the next deal.

In the Ag equipment industry, we seem to value the trade-in based on the expected selling price and then add in a margin. The expected selling price came from “gut feelings”, a trade-in guide or more recently and prominently what other dealers are asking for a similar piece of equipment. The problem with using the method of what other dealers are asking for their piece of equipment is if a few dealers are wrong, all dealers end up being wrong.

For example, looking at Tractorhouse.com at a 2010 JD 9770 STS, the average dealer asking price is $210,786. Looking at AuctionTime.com at the 2013 auction results, the average auction price for this combine was $149,162. The price differential is a whopping $61,623. (Table 1.)

table 1. 9770 sts combine 2010 Model Average Auction Average Dealer Price Sale Year Sale Price Asking Price Differential

2013 $149,162 $210,785 $61,623Source: www.auctiontime.com & www.tractorhouse.com

Machinerypete.com which compiles results from private auctions, consignment auctions, BigIron.com, Gehling Auction, IQBid.com, Purplewave.com and Ritchie Bros. shows results for all manufactured dates of the JD 9770 STS combine. You can see the spread between average auction price and dealer asking price has been widening. Even as the combines got older (the 9970 STS was first manufactured in 2008), the dealer asking price didn’t drop much but the auction price sure did. (Table 2.) What was our “gut feeling” telling us when we traded in this model of combine? Were we thinking the value of the used should be holding its own due to the price increases of new combines? Obviously that is not the case.

table 2. 9770 sts combine (2008-2011) Average Auction Average Dealer Price Sale Year Sale Price Asking Price Differential

2012 $163,784 $228,495 $64,7112011 $179,724 $231,880 $52,1562010 $188,379 $236,225 $47,8462009 $199,200 $235,179 $35,979

Auction history may be a better gauge on what used equipment is worth. Looking again at machinerypete.com and narrowing the results to a 2010 JD 9770 STS, a much clearer trend appears. (NOTE: To get these results I needed to copy data from the website, paste into an excel worksheet, sort by the year and average the totals.)

table 3. 9770 sts combine 2010 Model Sale Year Average Auction Sale Price Hours

2013 $155,973 1466

2012 $176,638 1023

2011 $190,788 737

2010 $226,500 258

So when your salesman comes to you and wants to trade in a 2010 9770 STS combine, how much money are you going to put into it? Average dealer asking price is $210,785, maybe $190,000 or $185,000. Now ask yourself what would you pay for this used combine if you wanted one in your inventory? Current auction price is $155,973.

For years, auction companies have been contacting the Association about working with our members and promoting auctions as a way for dealers to manage their inventories. Unfortunately, we had to inform them that our dealers usually allowed near retail price for trade-ins and could not afford to use auctions.

We all know the risk in the sales department has risen due to the rising prices of used and new equipment. What might have been a $10,000 loss is now a $50,000 - $60,000 loss. Our industry is due for a change. I’m a realist and know we can’t immediately start allowing auction price for all trade-ins. But for some products such as 30’ and 35’ platforms, auction price is about all we can allow.

We need to close the gap between what we are allowing today and auction price. Maybe someday we can be like car dealerships and use auctions as a common means in moving used equipment. I’ve been saying all year that inventory turn is the key to avoiding major loses in the sales department if the downturn comes. Auctions are a great method of keeping inventory moving.

Tom Junge is the Iowa Field Director for the Iowa-Nebraska Equipment Dealers Association. He can be contacted at [email protected] or Office: 800-622-0016.

More Data Now Available forVAluiNG tRAdE-iNs

By tOM JuNGE

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