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December July 2017 2016


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December 2017 • Vol. 38 No. 12

Dean Millius General Manager/Publisher

22 |  Human Element

Alva Coffman Account Executive

Caliper Corporation

Bursting the underemployment bubble

26 |

Sales Trends

Jeffrey Gitomer

If your customers are “satisfied,” why are they leaving? Stock photos provided by

Cover Story 6 |

Industry News

30 Nuts & Bolts 32 Shifting Gears

 volving from supplier to E strategic partner

Reader Resources

Dave Baiocchi

41 Source Directory 44 Advertiser's Index

Columns 12 |  Bottom Line Garry Bartecki

 ame your top three challenges N for 2018

36 Classified

39 New Products

Kathy Regan Editor Spencer Birkenholz / Eric Faramus Production Lead / Graphic Artist Material Handling Wholesaler: (ISSN # 2155-3467) is published monthly for new and used equipment dealers, equipment manufacturers, manufacturer’s reps, parts suppliers, and service facilities serving the material handling industry. Editorial opinions expressed herein are the author’s and do not necessarily reflect the opinions of Material Handling Wholesaler. All material contained herein is protected by copyright laws and owned by Specialty Publications International Inc.

ADVERTISING CALL 877.638.6190 Email: • Material Handling Wholesaler reserves the right to reject or cancel any advertising for any reason, at any time. Advertisements that simulate Material Handling Wholesaler editorial matter in appearance or style or that are not immediately identifiable as advertisements are not acceptable.

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In the next issue...

Garry Bartecki tells you what to expect in 2018 from a tax viewpoint.

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16 |  Your Business Eileen Schmidt

Member of

The customer, a large corporation, had a challenge.

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Cover story: Dave Baiocchi This month, MHW is highlighting strategic partnerships in the world of material handling. This is a subject worthy of consideration in our marketplace. It’s no secret that customer expectations and demands are growing. As dealers, we can no longer view ourselves as simply equipment suppliers. Customers want more. Sometimes a lot more. Our efforts to build and maintain our value proposition require us to look outside our own capabilities and core competencies. We just can’t be all things to all people. Forging a partnership with those

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December 2017

who can complement and augment our value is an important tool in widening our market appeal. The growth and expansion of strategic partnerships are selfevident. Look no further than the airline industry. It takes a monumental capital expenditure for a domestic air carrier to break into a new market and develop routes and infrastructure on another continent. It’s much more profitable for them to partner with airlines that already operate in these markets, and link the regional airlines capabilities to the value offering of the domestic carrier. That is where the United Airlines “Star Alliance,” and American Airlines “Oneworld” networks were born. For us to continue to build value for our customers, we need to consider similar alliances. We once had a customer who depended on us for everything...and I mean EVERYTHING! As demands grew the customer constrained us to add products and services to our offering that were far outside the limits of traditional material handling distributors. From sealing concrete floors, to installing electrical circuits, our reach soon exceeded our grasp. These are the times when strategic partnerships start to make sense. Fully leveraging the true power of strategic partnerships requires us to identify specific customer needs that we cannot easily or profitably satisfy. We then look for the solutions to these issues by selecting partner/suppliers (that are not directly in our industry or market), and link the targeted advantages these partners offer to our own customer proposals. I actually embrace these changes. For the longest time, the dealer value proposition was limited to machinery features and capabilities, and service response. A strategic partnership widens the avenues for customer satisfaction, and gives us more opportunities to create lasting and provable value. Many times, your supplier is better educated, and better equipped, to handle the work. They most likely have certifications, and the insurance coverage required for the task. What you provide to them is access to business that would otherwise be off their radar. In turn, they promote your products and services to their core customer base. This is a win-win environment that, if done properly, creates lasting value. The most exciting thing about evolving from a lone supplier to a strategic partner is that it is most always a win-win proposition. Both sides gain from the interaction, and customers of both participants are served at a higher level.

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Cover Story All that being said, not every partnership is a match made in heaven. Hence the word “strategic.” Before you choose to hitch your boxcar to someone else’s locomotive, let’s make sure we do a safety inspection, and agree on the destination! In planning strategic partnerships with vendors, it’s important to consider the following: 1. I s the work the partner does consistent with the dealerships quality standards? Do they have the right tools, training, manpower and expertise to really handle the job? The only thing worse than apologizing for getting it wrong, is apologizing for someone ELSE! 2. I s this something that you should actually be “insourcing” in order to increase your margins and add value to your offering? A few years ago, we did an audit of our vendors to see where we might be able to improve our services, and increase our margins. At that time, we were farming out all our battery service and repair to a local battery supplier. Total costs for the year were staggering! We made a minimal

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markup on these services. We investigated what would be required for our own people to take on this work, and found that the investment required was reasonable. We bought the tools, trained our people and from that point forward we handled these tasks in-house. This gave us control of the process, pricing and the end product. There is no reason to forge a strategic partnership when the capabilities of your own staff are sufficient to satisfy the customer. 3. H  ow can the relationship be leveraged to bring in NEW business? Having a qualified and capable strategic partner may open up opportunities that the dealership would otherwise ignore. Since the relationship has been formed, it’s important to now exploit all of the opportunities that would otherwise be dismissed. Every strategic partnership must have GOALS and OBJECTIVES. This is important for both parties to win. If you are only going to call upon your partner when a customer demands it, the partnership will be weak, and most likely short lived. Start the partnership with shared goals, sales objectives, target accounts, salesman incentives and calendared assessment meetings to measure progress. 4. Is the relationship exclusive? What protections can be included to prevent either partner from engaging in direct sales? Once the supplier sees a new crop to be harvested, he may be tempted to seek out new fields to expand his successes. This is why it’s important to set those goals! You don’t need to be sharing the benefits of your new partnership with your competitor, or finding that the partner you have so carefully chosen decided that he didn’t need you after all. Get an agreement of exclusivity and a commitment not to participate in direct sales early in the process. If both parties make good on the mutual commitments, there should be no reason for anyone to try and find greener pastures. The areas in which strategic partnerships can be leveraged are wide and varied. Many times, deciding where a partnership is needed will depend on the

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Cover Story dealerships current capabilities, manpower, marketplace and expertise. Below is a sample list of some of the possible areas where we can use strategic partnerships to widen our customer relationships. • Electrical work • Plumbing work • Rack design and engineering • Rack installation • Major battery repair • Battery salvage and recycling • Floor coverings (sealers and epoxy) • Waste disposal (balers, compactors) • Roll up doors (and service) • DOT compliant trailer repair

There was little if any attention given to hardware types, sizes or grades. Consequently, the technicians wasted an enormous amount of time trying find what they needed, only to get in their truck and go back to NAPA to repurchase what they probably already owned. This dealer was NOT in the hardware business, and didn’t want to be. But, they did want to satisfy their customers and provide solutions to what seemed to be a common problem. In response to those needs the dealer partnered with a hardware supplier that was willing to go into these shops, install new bins, organize the existing inventory and service the bins periodically (based on usage) so that the customer never again had to search in vain or burn gas and time buying hardware.

The arrangement provided a minimum 15% margin to the dealer on all products sold in these facilities, and all the dealer had to do was provide the lead and • Hardware sales bill the customer. The hardware supplier did all of • Lighting the footwork, delivery and organization. This supplier These are just a few examples. Look at everything had been spending their sales efforts on large industrial our customers’ need that we don’t directly provide. and manufacturing customers, and had no idea how to Is there a way for us to participate in satisfying those access these smaller agricultural shops. The supplier got requirements, while not unduly involving ourselves, the access to the business they wanted. The dealership by partnering with somebody that is actually “IN” that got a reasonable markup and the ability to satisfy business, and is looking for access to new opportunities? customers without having to get into the hardware business. Win-Win. I want to share a true-to-life example of a recent successful partnership that a dealership used to enhance Something we are seeing more and more, is the their value to their customers. The dealership is located desire for customers to limit their supplier base. The in the California Central Valley, where agriculture is more products and services that they can obtain from the mainstay of the economy. Many of the dealerships one supplier, the lower their overall administrative clients were farmers, ranchers or custom harvesting costs will be. Strategic partnerships allow us to meet operations. Most all of these customers had shops that objective. There are always more potential sales on their property where the equipment was stored, possibilities inside our current customer locations than serviced and repaired. The dealership’s CSR crew we realize. The power of strategic partnerships helps to would call on these customers regularly and sell unlock these opportunities and expand our value. ignition parts, belts, hoses, filters, bearings, chain and other components. Dave Baiocchi is the president of Resonant Dealer Services LLC. • OTR Tires

Investigating what OTHER opportunities existed in these facilities, they noticed something common in every shop they entered. All of them had hardware bins. These customers normally purchased their hardware as they needed it. They would routinely go to NAPA or Home Depot and refill the bins periodically. That was the goal anyway. In actuality, most of the hardware areas in these shops were a mess. 10

December 2017

He has spent 33 years in the equipment business as a sales manager, aftermarket director and dealer principal. Dave now consults with dealerships nationwide to establish and enhance best practices, especially in the area of aftermarket development and performance. E-mail to contact Dave.

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Bottom Line Garry Bartecki

Name your top three challenges for 2018 Before we get into a discussion about 2018 ….I have to say that the November issue of Material Handling Wholesaler was one to the TOP THREE since I have been involved with this publication. The cover story about warehouse technology driving costs down, Dave Baiocchi’s discussion of how procedures can lead to greater efficiency, and the columns covering a “manager checklist”…“how people do fail” and even my suggestion of the benefits of having outsiders help you analyze your business results…basically provides each and every one of you a discussion agenda for your next two or three management meetings and perhaps even helps you zero in on your Top Three Challenges for 2018. IF YOU DID NOT READ THE NOVEMBER ISSUE….STOP WHAT YOU ARE DOING, GO FIND IT AND READ IT!

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The lead article is what got me thinking about 2018 and beyond, especially in terms of how warehouse technology can both increase revenues and decrease cost, and how that same premise should apply to dealers who supply warehouse related products to their customers. The way I see it is if a business can both increase revenues and reduce costs…..they can most likely become a more competitive alternative in the marketplace, increase their top line and take market share. Which of course means you will eventually have to deal with them by meeting their pricing and lowering your profits if you have not reduced your costs to offset the pricing differential. And the world goes round and round. I personally believe that this scenario will play out as noted above because too many companies are doing exactly what I suggested….finding ways to reduce costs via technology, system upgrades, and internal audits to reduce “manpower” requirements related to clerical tasks. Improvements are all there for the taking, but will require some time and money to make things happen. What I worry about are dealers who are thinking about transitioning out of the business, recognize their shortcomings, but refuse to correct them because they don’t want to spend the money. Twenty years ago you could get away with that. But now, with the current rate of business change brought on by the IofT, the “put your head in the sand” approach will cost you because your operating results will generate a lower company value compared to what it could have been if required improvements were made to improve the bottom line. This is easy to understand…if other dealers on the sale block have both increased market share and reduced costs because of improvements they have made…which company will receive a higher value multiple…..yours or theirs….I think you know the answer. So, let’s assume you want to take action to improve both top line and bottom line results. Here is a plan to consider.

December 2017


Bottom Line •R  ead the November issue…it will get you thinking along the correct lines. •G  et the latest MHEDA Disc Report and see where you stand. •H  ave your industry specific computer system folks audit your use of the system… find ways to reduce time working on paperwork or how to eliminate paperwork •H  ave the system folks review how management reports available in the system are being used (in many cases they are not.) •G  et a couple of successful dealer CEO’s you know that are not competitors and ask them to sit down with you for a frank discussion on how you compare to what they are doing. •M  ake a copy of the Manager Checklist and review your managers against that list. This should get you started on the cost analysis piece of the puzzle, which should result in both lower outside costs and well as reduced labor costs. And so far, as I like to preach, you have not spent a lot of money. •N  ext, review your use of current technology to manage techs and customer fleet data. •A  lso review your use of technology to communicate with customers.

the marketing standpoint I have been using Winsby and am quite pleased with the results….low cost, dealer expertise and a ton of useful data to generate leads and manage accounts. If you take these steps you will wind up with a lot of potential upgrades to consider for not a lot of money. Now all you have to do is understand what your learned and how to use it to reduce costs and increase revenues. Can you do this on your own? Do you have the internal horsepower to identify and prioritize what changes should be made. Can you get the management “buy-in” to push the changes and get the expected results? Well, if you are the CEO, that is your job and if you can’t handle it get some input from your board, other dealers, your OEM or whoever. Winding up in the same place a year from now IS NOT AN OPTION. So what are your challenges for 2018? INCREASE THE TOP LINE REDUCE COST MEASURE VALUE OF COMPANY PLAN IT OUT AND WORK THE PLAN Have a great 2018….and may the value of your efforts result in greater profits, cash flow and value. Garry Bartecki is a CPA MBA with GB Financial Services LLC. E-mail to contact Garry.

•N  ext, see how your company marketing and sales programs compare to what others are doing. These steps may take some investment to get them going, but again the cost recovery should be in terms of months…..not years. OEM’s should be able to supply assistance with the fleet data and how to use it. From

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Your Business Eileen Schmidt

The customer, a large corporation, had a challenge. Like many other businesses dealing with an explosion of e-commerce shipping orders, the volume of packages going through the warehouse was becoming problematic. The packages went through the sortation system, down long roller conveyors in a downhill slope, and then into the truck. The boxes were of varying sizes and were coming rapidly, leaving the truck loader to deal with an avalanche of boxes. Enter Grabit. "We are working with our customers so they can monitor how full the load lanes are and use electroadhesion inside the rollers to automatically control the box flow," said Grabit CEO Greg Miller. Electroadhesion is a process that harnesses electrostatic force to handle all types of material. By equipping the rollers themselves with electroadhesion, the loaders receive boxes to load on a just in time basis. "It's a good system and truck loaders love it because boxes are coming at them when they need it," said Miller, who said this process allows for big improvements in efficiency regarding time to load and utilizing space. It is the kind of work Grabit is doing in both warehouse logistics and soft goods manufacturing. The first few years of the venture have been so productive, company leaders envision a rapidly-expanding future in both segments of the business. The business' roots are in the exploratory work done by founder Dr. Harsha Prahlad while at SRI

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International. He was working on a government contract job, searching for a way to enable robots to climb up a wall, when he formed the process that would become Grabit's foundation, according to Miller. "Dr. Prahald invented electroadhesion ... to enable robotic innovation," Miller said. SRI spun the technologies out and formed Grabit Inc. in 2013, and Miller joined cofounder Prahlad, who now serves as chief technology and products officer, in 2016. Based in Sunnyvale, Calif., the business now employs 28 team members, primarily focused on engineering and development, Miller said. Manufacturing is done by contract manufacturers. Grabit has made products for NIKE and Miller said the large shirt manufacturer Esquel is also an investor. On the warehouse logistics side, in addition to projects like an electroadhesion-based conveyor belt, Miller said future opportunities like rapid sortation are in the works. "Rather than using a mechanical system to push boxes off a sorter belt, we can use electroadhesion so they'll slide off," Miller said. Grabit is working with several big names in the package shipping business, according to Miller, and the conveyor belt manufacturer Forbo and Dorner, a large conveyance company. The latter developed a SmartGrip conveyor using Grabit's technology that holds boxes and packages securely to belts moving at fast speeds and along steep inclines and declines, according to a press release. "The SmartGrip Conveyor provides adhesion on demand to hold boxes and packages to the belt without the use of cleats or other holding attachments. Grabit’s electroadhesion technology acts like a magnet, and is activated by a switch to create a strong holding force between the box or package and the belt, which is supplied by Forbo," the release said.


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December 2017


Your Business In addition to projects already in motion, Grabit is also on the lookout for areas its technology can enable things currently not possible in manufacturing and warehouse logistics, according to Miller. "We are developing products that enable automation where not before possible," he said. "The whole warehouse logistics area is exploding with commerce. Our customers want to push more packages through their existing infrastructure and that's where we're coming in to help." Currently, Miller said Grabit is ramping up production to meet customer demands and is rapidly growing on the revenue side. The business leaders also expect to push more products in soft goods and foresee continuing opportunities in e-commerce as everyone from giants like Amazon to small businesses look to fulfill customer expectations. There also is potential in agricultural warehouses where today most fruit and vegetables are sorted

manually, and Miller said the traditional robotic systems can sometimes bruise products. Grabit's products are made with partners in the U.S. and are exported to Mexico and China, with Vietnam an expected future destination. When fielding inquiries, Grabit will typically have companies send materials for testing and video documentation with electroadhesion. “Material handling presents many challenges in the movement of diverse materials, but it also offers endless opportunities for Grabit,” Miller said. "Everything has electrons. Whether a flimsy piece of fabric or box or fruit or iPhone, they all have electrons so we can cause that static cling to happen with virtually everything," he said. Eileen Schmidt is a freelance writer and journalist based in the Greater Milwaukee area. She has written for print and online publications for the past 12 years. Email or visit to contact Eileen. 






December 2017













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Human Element

Michael Pollack | Staffing, training and ownership thoughts

Bursting the underemployment bubble It’s safe to imagine that if he were with us today, Caliper’s founder, Herb Greenberg, would have a strong opinion on the staggering number of people stuck in underemployment purgatory. Underemployment, the official term for when earnest job seekers have to settle for part-time or seasonal employment rather than full-time work, is now a global phenomenon. Yet, it occurs primarily in the shadows, mostly because the underemployed do not factor into official unemployment figures, which masks the problem altogether. Simply put: While unemployment hovers at around 4.3 percent nationwide (Yay, progress!), you’d need to double that percentage to get a conservative estimate of underemployment (Umm…boo?). With growing numbers of people unable to find jobs that offer enough hours, the kneejerk reaction is to cite the dreaded “skills gap” as the culprit. If job

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Later, he goes on to talk about the real impediment to popping the underemployment bubble: businesses’ hiring policies. To that point, Peter Cappelli, a professor at the Wharton School of the University of Pennsylvania, says in the piece that companies are “asking for the moon, and not expecting to pay very much for it.” While we can’t ask hiring managers to fix a systemic problem in one fell swoop, we can begin to reimagine who makes a strong job candidate.

Doing so allows Human Resources personnel to sidestep many outdated, unscientific practices surrounding hiring, some of which may serve to unintentionally perpetuate the cycle of underemployment.

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However, in a recent NPR article discussing the conundrum that finds American job-seekers somehow unfit for roughly six million available jobs, Andrew Chamberlain, chief economist for the job site Glassdoor, threw a metaphorical flag on the play. He says that while a skills gap may exist for those looking to enter C-suite positions in the healthcare and technology field, “for the most part, it doesn’t look like there is a skills gap. That is not the main reason why there are many job openings.”

This is precisely what Caliper’s founder, the late Dr. Greenberg, was trying to do when establishing the business. Despite the rigor of the science calibrating his brainchild, the idea behind Caliper was quite simple: assess one’s personality and relate it to job performance – a fresh way of looking at one’s workplace potential.

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seekers merely had the requisite training, they would emerge as legitimate candidates, many argue.

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Dr. Greenberg’s oft-quoted line seems appropriate here: “You can always teach skills, but you can’t train attitude.”

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Human Element While it’s great that an applicant for a Data Management position knows Excel, if she does not have the task focus and detail orientation to avoid distraction and crunch numbers on a daily basis, she will be constantly fighting against her natural tendencies, Microsoft expertise be darned.

The key is recognizing that personality predicts performance to a greater degree than one’s job history or the number of software applications mastered. Many who survived the Great Recession didn’t lose their jobs, but they had their hours cut. Some found themselves underemployed because they graduated college and entered the workforce without sufficient real-world experience; others became young parents and sought flexible hours to raise a family in the “Gig Economy.”

Even when using a personality assessment, you might still notice a knowledge gap when bringing talent on board. But once you understand what makes new employees tick, you will know how to customize coaching in a manner that best aligns with an By and large, the very fact that the underemployed individual’s learning style. manage to cobble together a patchwork of projects and Not only that, now you can: “side hustles” should show employers that this group not only wants to work, but has developed a knack for • Add precision to your hiring process through the persistence. utilization of a valid psychometric assessment •D  etermine the building blocks for success in established roles • Avoid incurring the cost of a bad hire •F  ind previously overlooked job candidates who have the potential to excel

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And we have just the tool to measure that! About Caliper - For nearly half a century, Caliper has been helping companies achieve peak performance by advising them on hiring the right people, managing individuals most effectively and developing productive teams. The accuracy, objectivity and depth of our consulting approach enable us to provide solutions that work for over 25,000 companies. To find out more about how Caliper can help you identify and develop people who can lead your organization to peak performance, please visit us at or call us at 609-524-1200. Email to contact Caliper.

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December 2017


Sales Trends Jeffrey Gitomer

If your customers are “satisfied,” why are they leaving? Customer satisfaction is dead. Oh, there are a bunch of huge companies that haven’t figured it out yet. And there are a bunch of hotels and airlines that haven’t figured it out yet. And some (OK most) will never figure it out. There are even organizations that give out “Customer Satisfaction” awards. (J.D. Power and Associates is among the most notable.) And the companies that win the “satisfaction awards” – especially the WORST SERVICE PROVIDERS IN THE UNIVERSE (like airlines and automobile manufacturers) — brag to everyone. They take out full-page ads. And they put up banners in public places as though it will change the mind of the public that already knows the score. Another word for satisfaction is: mediocre. How would you like to win an award for mediocrity? “We are the highest rated mediocre company in the universe!” What a joke – and not a funny one. TRUTH: Anyone that posts a “satisfaction” award has an army of people that hate them for the lousy service they provide, AND a bigger army of people laughing at the audacity and the phoniness of the banner. Satisfaction is the LOWEST level of acceptable service. And in the end, it means nothing. Companies like AOL measure “satisfaction,” while they lose thousands of customers a DAY because of lousy service and apathy. Why measure? THE FACT IS: Customer LOYALTY is all that matters. And many companies are (finally) coming to that realization. I define loyal customers as people who will do business with you again, tell others about you, and refer others to do business with you. Most large companies spend all their time worrying about “share-holder value” and do nothing at the source of the opportunity: loyalty value. THE REALITY: To GET loyalty, you first have to GIVE loyalty. Loyalty is a chain. It starts with a 26

December 2017

corporate philosophy. One that is created and written by the owner or the CEO – NOT the marketing department, HR people, or some ad agency. The CEO has a vision beyond self-service. His or her vision of the company is the one mission that must be carried out. How can anyone march to a philosophy or a vision that’s not created by the creator? Can you imagine God saying to his marketing department, “Hey, you guys create a bunch of commandments, and run them by me before you carve them in stone. Oh, and make it an even number, like ten or twenty.” Not too authentic. Consider the vision of Hugh McColl, arguably the greatest banker of all time, founder of North Carolina National Bank that ultimately became Bank of America. His philosophy was simple: “I take care of my people, my people take care of my customers, my customers take care of my shareholders.” He never said, “I want to be the number one bank in the universe.” He just espoused his strategy — his philosophy — and the rest just happened. Here’s what you can do: Loyalty starts at home. Loyalty to employees – taking care of employees is the number ONE job of any business owner or CEO. Happy people, respected people, cared-for people, and empowered people are more likely to transfer those feelings to customers. And vice versa. Take loyal actions. Loyalty to customers stems from the actions that are taken, and the words that are spoken from employees. It’s not just “business as usual” – it’s going the extra mile and taking a proactive approach to communication. Get the idea now? Loyalty is earned. Earn loyalty and you’ll get it. Loyalty from customers is a result that occurs when all the other elements of your business have been mastered. Loyalty is not a report card. It’s THE report card. Make loyalty the imperative. From the CEO to the person that answers the phone. From sales to service. From shipping to purchasing. Make loyalty the

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12/21/15 1:41 PM

Sales Trends corporate language. BUT to make it work, there has to be total senior-level support. If you concentrate on loyalty, satisfaction is no longer relevant. Start with attitude. You can’t teach loyalty, but you can teach and instill positive attitude among all the people in your company. Loyal action and great service STARTS with people who have a positive attitude.

Jeffrey Gitomer is the author of twelve best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at For information about training and seminars visit  or, or email Jeffrey at

Measuring satisfaction? Waste of time, waste of money, waste of customer interaction. BUT it’s the PERFECT “c-y-a” vehicle for middle management to justify their job and existence. Here’s the real world measurement. Will they do business with me again? Will they refer someone to do business with me? Will they give a testimonial? Measure loyalty? Easy. Count the number of repeat customers. Count the number of referred customers. Count sales. And count profit. The rest is bogus.


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December 2017


Nuts & Bolts

Acquisitions, expansions & other business news

Camso acquires Stanley Industrial Tires Camso continues to grow its tire service and distribution presence in Texas and Louisiana with the acquisition of Stanley Industrial Tires. With a strong and dedicated team of tire specialists and service technicians in three locations in Texas (Dallas, Waco, and Gladewater) and one in Louisiana (Shreveport), Stanley Industrial Tires is a great addition to Camso’s existing footprint. Texas is home to the second largest material handling equipment market after California in the U.S. Earlier in July, the company made a similar move to further grow its presence when they teamed up with Omni Industrial Tire.




Delta-Q Technologies supplies battery chargers for telescopic trailer line Delta-Q Technologies (Delta-Q), provider of battery charging solutions for electric drive vehicles and industrial machines, announced that Haulotte North America (HNA) has selected the company as a charging solutions supplier for their towable boom lift line: the 3522 A, 3632 T, 4527 A, and the 5533 A. Haulotte will use Delta-Q Technologies’ 24V IC650 industrial and motive battery charger on all four of their articulate and telescopic trailers. Designed for heights between 35-79 feet, Haulotte’s trailers provide superior productivity for skilled tradesmen and communities. The trailers feature hydraulic outriggers and automatic leveling to allow operations in under 30 seconds.

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Director of Inside Sales Wholesale Pallet Rack Products Working with our Material Handling Distributors makes each day exciting and rewarding. Our Distributors help me to keep learning, and I look forward to sharing this information through our “Would you like Fries with That?” Video Series. I find extreme value in networking and enjoy being a part of the MHEDA-NET Pacesetters and Women in Industry Groups and well as a Mentor. I am proud to be part of a Rock Star Team who believes in the importance of customer-focused relationships.

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December 2017


Shifting Gears

Industry personnel and organization news

Akro-Mils names executive director of sales and marketing Akro-Mils announces that Dana Rafferty has been named executive director of sales and marketing. In her new position, Dana will lead the sales, marketing and customer service teams in aligning resources to maximize AkroMils’ penetration and position with core customers, drive innovation and problemsolving capabilities for core customers, and identify and develop growth strategies for under-leveraged potential core customers. Dana joins Akro-Mils with over 25 years of sales and marketing experience. Most recently, Dana was the Director of National Accounts at Hoshizaki America, where she secured Moe’s Southwest Grill, Zaxby’s, and Dunkin’ as primary

An Old-fashioned Holiday Wish for You

vendor brands. She has held sales leadership roles utilizing the 80/20 business model at several companies including Illinois Tool Works, where she successfully built a new division that focused on developing and expanding new technologies for the food service industry. She holds a Bachelor of Science in Finance from Boston University.

Kubota announces plans for $87 million expansion in Kansas Kubota Tractor Corporation officially confirmed its plans to plant solid roots in Kansas for its North American Distribution Center (NADC) by announcing the details of its letter of intent to purchase 203 acres near the company’s current leased facility in Edgerton, Kansas. The company plans to design and build two, one million square foot, facilities to expand their distribution capacity and streamline logistics processes for the timely delivery of Kubota branded service parts and equipment to its increasing customer base in the U.S. In addition to the logistics facilities, Kubota also announced an additional commitment to its Midwest dealers and customers by establishing a fifth operational division and sales office in Edgerton. The new Midwest Division office will reside within the same complex as the parts and whole-good operations and provide an essential sales presence for Kubota in the heartland of America. Mike Jacobson, a 17-year Kubota veteran, will be appointed as director and division manager of this new division effective January 1, 2018, and will lead the company’s efforts to expand its product offerings and markets in the Midwest.

Here’s hoping this holiday evokes fond memories of celebrations past and brings you all the joy and excitement of this magical season. Thanks for doing business with us. We look forward to seeing you often in the year to come. 412-490-5311 32

December 2017


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New Products

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GRI introduces new agriculture tires GRI, manufacturer of solid tires for forklifts, has embarked its next strategic move to further expand and diversify its products in the lucrative Agriculture and Construction Industry. GRI’s Agriculture tire brands, GREENEX representing its Cross-Ply Agriculture product range and GREENXLR, representing its Diagonal-Ply Radial Agricultural product range; cover rim diameters ranging from 22.5 to 50 inches. Infusing innovation, the Heat Dissipating Notch, is a remarkable feature established to contribute a longer run time, improved fuel efficiency and increased tire durability.

New rotating pallet rack shelf Rack Engineering Division released information about their new rotating pallet rack shelf as a 360 degree rotating shelf that is installed floor level below the pallet racks to allow for access to the inventory at the back of a pallet without the use of a fork lift and without crawling under the racks. The shelf capacity can be designed for loads up to 3000 pounds and that it glides in and out easily even with heavy loads. Ed Sanders from Lynx Products, a distributor of Rack Engineering Division’s equipment, says “In addition to ease of access, first in first out (FIFO) is easily accomplished without putting a person’s safety in jeopardy.”

New spiral chutes from Dorner The new Spiral Chutes from Dorner are an economical way to gently move product down to a lower level…with gravity doing all New auto-leveling attachment the work. As product enters the Spiral Chute, improves ergonomics The PalletPal Order Picker gravity takes over to safely slide packages Load Leveler from Southworth down to the lower level. Spiral Chutes’ Products attaches to any standard patent-pending stair step design ensures order picking lift to make the products won’t get stuck or jammed when job of order picking or stock being lowered from overhead conveyors, mezzanines or replenishing faster, safer and platforms. Even if packages begin to accumulate as they easier. Built on the proven design travel down, the Spiral Chutes’ design is self-clearing to of PalletPal Level Loaders, the prevent jams. PalletPal Order Picker uses a QubeVu GoCart™ brings the power of calibrated spring mechanism to automatically adjust dimensioning everywhere the height of a pallet load as boxes are added or removed.  The top layer of the load is always at a QubeVu already offers the world's fastest dimensioning. Now you can bring comfortable, convenient working height allowing it where you need it – from your loading employees to load or offload items with no bending, dock to your warehouse aisle – and boost stretching or awkward posture. A built-in turntable allows operators to spin the load so they never have to efficiency even more. GoCart comes complete with it's own swappable battery reach across the pallet. system for 24/7 productivity. Plus it can be customized to hold any hardware you FOR MORE NEW PRODUCT need: scale, laptop, printers and scanners. ARTICLES GO TO Mobile solutions are proven to cut steps and boost throughput by up to 50%. Get rolling!

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New Products

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New camera kits now available from TVH TVH in the Americas(TVH), has extended their camera inventory with four new high quality camera kits that can be used for a wide variety of applications such as construction machinery, material handling trucks, mining machinery, and other heavy equipment. Each kit includes a durable camera featuring water resistant construction, 120° wide angle lens for optimum visibility, and a day and night sensor, as well as an LED color monitor.  The monitor is equipped with adjustable picture images for horizontal, vertical, mirror and normal viewing, three camera inputs, on board speaker, and a screen menu that is available in eight different languages. SSI adds new LED worklight Superior Signals, Inc. (SSI) has expanded their LED worklight product line. The new SYLED2000R is a heavy duty LED worklight and perfect addition to the bed rails of your work truck.  This worklight will ensure that you will never be stuck working in dimly lit conditions ever again. The new worklight has 12 LEDs and a light output of 2000 lumens as well as a flood beam pattern. It comes with stainless steel mounting hardware, it is reverse polarity protected, and it has a weatherproof on/off switch. The SYLED2000R comes with a three-year warranty, is rated to 30,000 working hours and has the following certifications: IP67, RoHS, and CE.

Pettibone expands material handling lineup Pettibone has expanded its line of pipe, pole and log handlers. Purpose-built to deliver numerous safety and performance benefits over other material handling alternatives, the Cary40

December 2017

Lift is particularly adept at moving and placing heavy pipe in stock yards and construction sites. The CaryLift 254i features a unique overhead lift arm design, giving the operator full front visibility when lifting or transporting loads – a sharp contrast to the lift arms on wheel loaders, which are located directly in front of the vehicle. Additionally, Cary-Lift forks are capable of tilting down 90 degrees for specialized lifting tasks, such as unloading pipe from railroad gondola cars.

Delta-Q Technologies expands lithium battery chargers Delta-Q Technologies (Delta-Q), provider of battery charging solutions for electric drive vehicles and machines, introduced the new ICL900 lithium battery charger – expanding their family of lithium battery chargers to create the ICL Series. The new ICL900 is a 900-watt charger, designed to optimally charge lithium battery systems of any lithium-ion chemistry from 9 to 15 cells in series. Delta-Q’s new lithium charger is suitable for use on any electric machine including scooters, floor care machines, lift trucks and sports and utility vehicles. Vibration dampening leveling mounts from JW Winco JW Winco, Inc. announced it now offers GN 342.1/342.2 metric size, tapped and threaded stud type steel vibration dampening leveling mounts. The specified load for these RoHS compliant leveling mounts features a recommendation up to the point the dampening element can be permanently subjected. This static load equals a thrust on the area, at which the dampening material reaches its optimum dynamic dampening ability. The elastomer of the dampening element is oil resistant and has an operating range from -30° C (-22° F) to +70° C (158° F).



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Advertiser’s Index 3D STORAGE SYSTEMS LIMITED. . . . . . . . . . . . . 46

HADER INDUSTRIES INC. . . . . . . . . . . . . . . . . . . 37

SHOPPA'S MATERIAL HANDLING . . . . . . . . . . . . 38


HESS AUCTIONEERS. . . . . . . . . . . . . . . . . . . . . . 16

STELLANA U.S.. . . . . . . . . . . . . . . . . . . . . . . . . . 15

AK MATERIAL HANDLING SYSTEMS . . . . . . . . . . 30

INDUSTRIAL FORKLIFTS. . . . . . . . . . . . . . . . . . . . 23


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ARCON EQUIPMENT, INC. . . . . . . . . . . . . . . . . . 33

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BAY EQUIPMENT CO.. . . . . . . . . . . . . . . . . . . . . 14

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COMBILIFT LTD. . . . . . . . . . . . . . . . . . . . . . . . . . 25

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TVH . . . . . . . . . . . . . . . . . . . . . . . . . 4, 13, 33, 48


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U.S. NETTING, INC. . . . . . . . . . . . . . . . . . . . . . . 17

CT PACKAGING SYSTEMS INC . . . . . . . . . . . . . . . 7

MOR-VALUE PARTS COMPANY. . . . . . . . . . . . . . 29

DYNA RACK. . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

MOTOR TECH, INC.. . . . . . . . . . . . . . . . . . . . . . . . 5

ENGINE POWER SOURCE . . . . . . . . . . . . . . . . . . 11

NUTTING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

FSIP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2, 28

QUANTUM STORAGE SYSTEMS. . . . . . . . . . . . . . 20

GRINDSTAFF ENGINES, INC.. . . . . . . . . . . . . 18, 20

RESONANT DEALER SERVICES . . . . . . . . . . . . . . 33

WEST POINT RACK, INC.. . . . . . . . . . . . . . . . . . . . 9

H&K EQUIPMENT COMPANY . . . . . . . . . . . . 24, 32

SAFETY SYSTEMS & CONTROLS INC.. . . . . . . . . . 30

WY'EAST PRODUCTS . . . . . . . . . . . . . . . . . . . . . 29

SUPERIOR ENGINEERING . . . . . . . . . . . . . . . . . . 13 THE FORKLIFT PRO. . . . . . . . . . . . . . . . . . . . . . . 19 THOMBERT, INC. . . . . . . . . . . . . . . . . . . . . . . . . 34

UNIRAK STORAGE SYSTEMS. . . . . . . . . . . . . . . . . 1 UNITED CONTACT . . . . . . . . . . . . . . . . . . . . . . . . 6 VALUE RAIL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

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December 2017 Material Handling Wholesaler  
December 2017 Material Handling Wholesaler