Larry Daniel of Sextant

Dealer enablement is a major investment for OEMs, but how do you know whether your programs are actually helping dealers sell more?In this episode, John Gough and Kyler Mason of Element Three revisit conversations from previous Why You Win episodes to examine what manufacturers often get wrong about dealer support. Drawing on insights from OEM leaders and channel partners, they explore the challenges of building effective dealer programs across networks with different needs and capabilities.John and Kyler discuss why traditional co-op programs often fall short, how manufacturers can rethink their investments in dealer marketing, and what it takes to earn dealer trust through consistent support. They also examine the role of product experience in building dealer enthusiasm and why understanding the end customer should influence decisions throughout the sales channel.For OEM leaders navigating B2B2X distribution, this episode offers a practical perspective on where dealer enablement efforts can make a meaningful difference.Key Takeaways:Start With the End User: Understand how customers use your product to help dealers communicate its value and build preferenceAdapt Support to Dealer Capabilities: Test programs with dealers of varying maturity before investing in solutions for the entire networkGive Dealers Firsthand Product Experience: Let salespeople experience your products so they can explain meaningful differences with greater confidenceTimestamps(00:00) Meet John Gough and Kyler Mason(02:49) Revisiting lessons from dealer enablement conversations(04:17) Defining the real customer in a dealer-led sales model(07:07) Why sales teams should care about brand representation(10:05) The challenge of supporting dealers with different capabilities(12:04) Using dealer feedback and pilot programs to improve support(14:40) How poor follow-through damages dealer trust(17:35) Why traditional co-op programs struggle to deliver results(21:19) Finding better ways to spend limited dealer marketing dollars(24:54) Rethinking co-op support for large and small dealerships(27:31) The tradeoffs between scalable programs and personal dealer relationships(29:24) Building dealer preference through firsthand product experience

What happens when retail demand slows but wholesale production doesn’t?In this episode, Kyler and John sit down with Ben Hirsch, Chief Operating Officer at Campers Inn RV, to unpack why better information flow between dealers, OEMs, and suppliers could create a healthier RV supply chain. Ben explains how the bullwhip effect turns small changes in retail demand into much larger upstream swings, leaving the industry with excess inventory when forecasts miss.Ben shares why faster retail data alone will not solve the problem. Dealers and manufacturers also need to act on that data, changing purchase orders and production plans as conditions shift. He explains how those choices can shape both business health and the customer experience, from product quality to trade-in values.For OEM and dealership leaders managing B2B2X distribution, dealer networks, and supply chain planning, this episode offers a practical look at how stronger coordination can create a more stable market without removing competition.Key Takeaways:Make Strategy Explicit: Define what each market will and will not pursue, then require local leaders to present how to execute itTeach AI Through Use: Put practical tools in managers' hands so adoption starts with better work instead of abstract trainingProtect Long-Term Trust: Treat dealer and OEM negotiations as repeated relationships where today's win cannot come at a partner's expenseTimestamps(00:00) Meet Ben Hirsch(03:32) Turning strategy into clear choices across the business(07:09) Building a differentiated dealership around the ownership experience(09:28) Helping frontline teams adopt AI without losing the human element(12:16) Communicating strategy across 1,500 employees and 50 stores(14:32) Connecting national strategy to regional and store-level decisions(18:43) Why retail and wholesale demand fall out of sync(20:40) How the bullwhip effect magnifies small demand changes(25:09) Sharing retail data faster across dealers, OEMs, and suppliers(29:21) What better supply chain coordination changes for competition(33:25) Using repeated relationships to build trust between dealers and OEMs(37:22) Why industry change has to happen one step at a time

OEMs have more dealer and market data than ever, but many teams still struggle to turn it into consistent action.In this episode, Kyler and John sit down with Larry Daniel, Founder of Sextant, to unpack why Element Three acquired the dealer network analytics firm and what the combination means for manufacturers that sell through dealers.Larry explains how better dealer intelligence can help OEMs make stronger decisions across dealer network strategy and performance. Kyler and John also share the business case for bringing that intelligence closer to marketing, giving B2B2X manufacturers a stronger foundation for go-to-market decisions and dealer support.For leaders managing complex distribution channels, this episode offers a look inside Element Three's own strategy and the bet that connecting dealer analytics with marketing can help manufacturers make faster, more informed decisions.Key Takeaways:Standardize How Teams Read Performance: Define shared metrics and business rules so field teams interpret dealer performance consistently across regionsMeasure Dealers Against Market Potential: Compare dealer results with local demand and competitive density instead of rewarding raw volume aloneDesign Territories for Long-Term Growth: Build market areas from repeatable geographic analysis so early dealer decisions do not limit future network expansionTimestamps(00:00) Meet Larry Daniel(01:30) Why dealer network strategy is changing now(04:46) Turning OEM data into decisions teams can use(08:04) Applying dealer analytics across motor vehicle markets(10:05) Finding gaps in dealer coverage and performance(13:24) What OEMs miss when dealer data stays fragmented(18:28) Why individual BI workarounds do not scale(20:11) Building discipline around dealer performance data(23:30) Designing dealer territories for long-term growth(26:42) Why Element Three acquired Sextant(30:24) What the combined capabilities unlock for OEMs(33:24) Building deeper industry expertise as a competitive advantage

While strategic discourse is common among manufacturers, the true challenge lies in the courage to disrupt one's own established success.In this episode, Kyler and John are joined by Mark Core, Chief Marketing Officer at Vermeer. A lifelong advocate for agriculture, Mark reveals how one of the sector’s most revered OEMs sustains innovation while meticulously honoring a heritage of hard-earned trust. Drawing from a three-decade legacy spanning dealer development, product lifecycle, and marketing, [Mark] articulates the pivotal role of customer insight in forging product strategy and the enduring competitive edge of long-term vision.Mark delves into the delicate equilibrium between innovation and brand stewardship, exploring how anticipating customer needs—often before they are fully articulated—creates profound, lasting value. Furthermore, he examines how strategic dealer partnerships amplify both brand presence and the customer experience. For leaders navigating the intricacies of B2B2X distribution, dealer strategy, and channel marketing, this conversation provides essential insights into cultivating a brand that evolves with agility without sacrificing its foundational integrity.Key Takeaways:Find Customer Problems Before Customers Do: Observe customer frustrations early to uncover opportunities competitors have not recognizedSeparate Innovation Risk From Brand Risk: Experiment aggressively while protecting customer trust by only launching products that are readyBuild Better Marketers Across Your Dealer Network: Invest in dealer marketing capabilities so partners can tell stronger stories and create more demandTimestamps:(00:00) Meet Mark Core(02:00) Mark’s path from agriculture to Vermeer(05:44) Seeing Vermeer equipment for the first time(08:14) Building a career through curiosity(10:46) Why strategy requires real change(12:40) Identifying customer problems before they ask(16:06) Using value innovation to guide product decisions(17:20) Product launches, failed bets, and innovation culture(21:01) Protecting brand trust while taking innovation risk(24:04) Why niche manufacturing creates customer advantage(25:22) Vermeer’s work in the Moon economy(29:21) Managing two very different dealer networks(32:40) Helping dealers tell stronger stories(35:04) What a dealer taught Mark about brand experience(37:52) Why customer visits build brand loyalty(40:14) Building dealer marketing support programs(43:42) Measuring brand-level marketing(47:13) Keeping principles constant while the business evolves

An association can unite an industry, but it still has to earn support across the channel. How do you grow demand for an entire category when every stakeholder has a different priority?In this episode, Kyler and John sit down with Jeremy Greene, Vice President of Marketing at the RV Industry Association, to explore how category marketing works across a complex B2B2X ecosystem. Jeremy explains how the association connects industry advocacy with the work required to improve service and build consumer demand.He shares how Go RVing helped move the category beyond outdated stereotypes. The conversation also examines why cultural relevance matters more than awareness alone and how an association measures growth beyond immediate retail sales.For OEM and dealer leaders, this conversation offers a practical look at how shared investment and disciplined category strategy can build consideration before a customer enters the sales channel.Key Takeaways:Restock the Future Buyer Pool: Keep investing through down cycles so qualified demand exists three to ten years from nowTurn Product Discovery Into Content: Capture first reactions to hidden features so prospects can picture the product in their own livesRecruit Creators From Adjacent Interests: Reach new buyers through creators whose communities reflect interests people already pursue beyond the RV categoryTimestamps:(00:00) Meet Jeremy Greene(01:23) Marketing across RVIA, RVTI, and Go RVing(04:02) Building industry service standards through RVTI(06:29) Aligning OEM, dealer, and supplier priorities(08:14) Responding to policy pressure and a slower RV market(10:42) Why the industry created Go RVing(11:43) What experiential marketing revealed about RV buyers(17:45) Representing the category without favoring one brand(19:23) Competing with travel alternatives and customer indifference(21:25) How category marketing changed perceptions of RVing(25:02) Keeping RVing relevant through cultural moments(29:59) Using creators to reach future RV buyers(33:06) Growing the next generation of RV buyers(34:21) Turning the RV door into a campaign idea(35:14) Staying disciplined when the category offers endless ideas

How can an engine brand earn dealer attention when larger competitors also own the boat companies?In this episode, Kyler and John sit down with Brandon Cerka, Executive Vice President of Sales, Marketing and Service at Suzuki Marine, to explore how an engine-only OEM can compete through focused product decisions and stronger channel relationships.Brandon explains how Suzuki Marine changed their Gimme Six warranty to  a five-year factory warranty, used its Tampa Bay Buccaneers partnership to develop dealer relationships, and created demand for the Stealth Line engines through a carefully controlled product launch.He also shares how growing up in a Suzuki dealership shaped his view that sales and service must work together. For OEM leaders navigating B2B2X distribution, boat builder partnerships, and dealer network growth, this episode offers a practical look at building market share without copying larger competitors.Key Takeaways:Earn The Right To Expand: Use early sales proof to secure factory support for broader product investmentBuild Density Before Prestige: Create market coverage first, then improve dealer quality as demand and representation growOpen Innovation For Industry Impact: Share sustainability technology when wider adoption creates more value than protecting the patentTimestamps:(00:00) Meet Brandon Cerka(01:01) Why sales, service, and marketing belong together(04:44) Growing up inside Suzuki's dealer network(11:38) How Suzuki Marine's 2021 separation changed the business(12:42) Replacing extended protection with a five-year factory warranty(19:40) Reaching new audiences through an NFL partnership(25:15) Measuring sponsorship ROI through dealer development(31:18) Turning sustainability into a product and brand commitment(34:06) Creating demand for the Suzuki Marine Stealth Line(42:01) Where Suzuki Marine sees its next stage of growth(45:21) How Suzuki decides where to add dealers(48:35) Aligning the team around one direction

Building demand is one challenge. Building demand for a product that customers may not purchase for years is another.In this episode, Kyler and John sit down with Carey Walley, Director of Marketing at Airstream, to explore how one of America's most iconic brands balances serving today's buyers while preparing for future audiences. From managing product launches and dealer relationships to building long-term brand affinity, Carey shares how Airstream approaches marketing in a category where the customer journey often begins long before the purchase decision.Carey discusses the role of Airstream's Core and Explore marketing teams, how partnerships with brands like Frank Lloyd Wright and Pottery Barn help expand awareness, and why dealer relationships remain critical despite the strength of the consumer brand. She also shares lessons from launching a new website, managing a small marketing team behind a globally recognized brand, and creating demand in a market where used inventory is often one of the strongest competitors.For OEM leaders navigating the complexities of a B2B2X model—where your success depends on empowering dealers to own the customer experience—this episode offers a blueprint for building demand, supporting channel partners, and protecting brand value.Key Takeaways:Build Future Demand Before Customers Enter The Market: Invest in audiences years before they are ready to purchase to create a stronger pipeline laterTurn Customer Behavior Into Product Innovation: Monitor how owners modify and use products to guide future development decisionsCreate Consistency Across Every Customer Touchpoint: Standardized information, training, and digital experiences improve dealer effectiveness and customer confidenceTimestamps:(00:00) Meet Carey Walley(03:02) Inside Airstream's Core and Explore marketing strategy(07:06) Marketing to customers with a years-long buying journey(08:02) Balancing product innovation with an iconic brand(11:17) Competing against the used market while driving new sales(12:58) Behind the Frank Lloyd Wright collaboration(17:30) Launching special edition products that create demand(21:10) How customers choose the right Airstream model(25:05) Training dealers to deliver a consistent brand experience(27:59) Building a mobile-first website for a long purchase journey(31:36) Managing dealer relationships across different business models(35:27) Why community remains one of Airstream's strongest advantages(37:17) What surprised Carey most after joining Airstream(38:32) Growing commercial and non-traditional Airstream use cases

What happens when the brand becomes more powerful than the distribution model itself?In this episode, Kyler and John sit down with Marcus Sheridan, Founder of River Pools, author of They Ask, You Answer, and entrepreneur behind multiple software and service businesses, to explore the realities of scaling through franchise and dealer models in today’s market.Marcus discusses the evolution of River Pools from a local installer to one of the fastest-growing fiberglass pool manufacturers in the country and explains the company's decision to move into franchising. He details the operational challenges involved in managing customer experience at scale, as well as the legal and systems complexities associated with franchise growth. Additionally, Marcus highlights why many traditional franchise structures are not designed for the future of digital marketing.The conversation also addresses how AI is transforming dealer networks, lead generation, and agency services. Marcus emphasizes the increasing importance of local brand ownership, how operators that prioritize AI will stand out in the market, and the risks faced by manufacturers that avoid transparent pricing and customer education.This episode provides valuable insights into how channel strategy, customer trust, and adaptability will define the next generation of manufacturers.Key Takeaways:Build Systems Before Scaling: Replicable operational systems matter more than aggressive franchise growthLet Local Markets Own Their Marketing: Franchisees need flexibility to build local content, websites, and customer trustTransparency Still Wins in Complex Sales: Pricing tools and direct answers continue to outperform guarded sales strategiesTimestamps:(00:00) Meet Marcus Sheridan(03:34) Letting go of old business identities(05:02) The evolution of River Pools into manufacturing and franchising(08:41) Why customer demand drove the franchise model(12:00) The operational and legal realities of franchising(17:40) Lessons learned from studying Chick-fil-A’s franchise systems(24:06) Why traditional franchise marketing models are breaking down(27:00) The growing importance of local digital brand ownership(30:33) Why AI-first franchisees will outperform the market(33:36) How AI will reshape agencies, websites, and paid media(39:00) Why most companies still avoid talking about pricing(41:56) Building trust by answering customer questions directly

Bringing a new product to market is hard enough. Creating a new category inside an established dealer network adds a different level of risk.In this episode, Kyler and John are joined by Yamaha Marine’s Leslie Zlotnick, Division Manager WaterCraft Marketing, and Martino Ruggiero, Product Manager, to explore how product and marketing align when launching something entirely new. With nearly two decades of collaboration, Leslie and Martino walk through the development and launch of the CrossWave, a platform designed to meet changing customer behavior on the water.They share how long-range product planning shapes go-to-market strategy, when marketing should enter the conversation, and how to validate demand before committing to a new category. The conversation also unpacks how Yamaha balanced dealer relationships, organic demand, and limited early information to build momentum ahead of launch.For OEM leaders navigating B2B2X distribution, dealer engagement, and product innovation, this episode offers a clear look at how to align teams, test demand, and bring a new category to life without overengineering the launch.Key Takeaways:Start with Real Customer Need: Validate unmet needs through research before committing to new product developmentAlign Product and Marketing Early: Introduce marketing once concepts are viable to shape positioning and launch timingLet Demand Build Before Overinvesting: Use curiosity and scarcity to generate organic momentum before heavy media spendTimestamps:(00:00) Meet Leslie Zlotnick and Martino Ruggiero(02:11) Marketing and product roles inside Yamaha(03:22) Planning product development five years out(05:46) How Yamaha defines winning in long-range strategy(07:41) Identifying unmet customer needs on the water(09:33) When marketing enters product development(11:07) Positioning a product for multiple use cases(12:48) Balancing niche use with broad market appeal(17:04) Managing portfolio risk and category creation(22:00) Rethinking traditional product launch strategy(26:03) Dealer reactions and early demand signals(29:55) Launching without complete information(33:17) Advice for product and marketing alignment

What do you do when the market wants innovation, but not all at the same pace?In this episode, Kyler and John sit down with Tim Wieland, Director of Corporate Communications at Bosch USA, to explore how one of the world's largest automotive suppliers approaches mobility, market readiness, and long-term innovation.As Bosch helps OEMs navigate electrification, hybrids, software-defined vehicles, and AI, Tim discusses the challenge of communicating a cohesive strategy across a vast portfolio without losing sight of customer needs. He explains Bosch's technology-neutral stance, why the powertrain market will continue fragmenting for years to come, and how consumer demand ultimately determines which technologies win. For leaders in B2B2X channels managing dealer complexity or weighing decisions on electrification and AI, this episode offers practical perspective on balancing innovation with affordability, long-term vision with near-term pressure, and brand storytelling with business reality.Key Takeaways:Build Around Consumer Readiness: Scale technology based on what customers value, understand, and can affordUse Portfolio Breadth as a Strategic Advantage: Share insights across business units to uncover product, channel, and innovation opportunitiesPair Long-Term Vision with Timely Action: Stay patient on market shifts without losing the urgency needed to win in the momentTimestamps:(00:00) Meet Tim Wieland(01:16) What Bosch Mobility Communications looks like in North America(03:21) Why hybrid technology is gaining ground with US consumers(05:00) Connecting vehicle architecture, software, and system-level thinking(07:28) The challenge of making advanced mobility affordable(09:03) How Bosch aligns strategy, internal buy-in, and market demand(10:40) Why Bosch invests for the future while serving OEM needs today(14:02) Bosch’s technology-neutral view of electrification, hybrids, combustion, and hydrogen(17:20) Why consumer brand awareness still matters in a B2B2X model(20:53) How Bosch built a Super Bowl campaign to grow in the US market(29:20) Balancing patience, profitability, and the pressure to win now(35:20) Why AI will reshape how marketers, agencies, and OEMs operate(42:40) What agency professionals should keep when moving in-house