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Supplier Highlight

Supplier Highlight

Getting to know Dayton Parts

Walt Sherbourne, vice president of Marketing

Please briefly describe the history of Dayton Parts?

Dayton Parts is gratified to be celebrating over 95 years of servicing our customers with products which are built around Quality is our Standard, Service is our business. The product portfolio offered by Dayton Parts continues to evolve based on the demands of our customer base.

A brief history of Dayton Parts:

1922: Harrisburg Stanley Springs was formed by a group of investors who constructed a building in Harrisburg to manufacturer leaf springs.

1927: Benjamin Franklin Baker was installed as President and General Manager in an effort to make the operation profitable.

1934: Unfortunately, the depression of the 1920s and early 30s forced the corporation into bankruptcy.

1935: Frank and Rhoda Barker formed a new corporation and Stanley Spring Works, Inc. was created. After WWII, the federal government had a tremendous surplus of leaf springs. Barker purchased thousands of tons of this surplus, which he resold and enabled the business to invest in new equipment.

1954: Angelo Paioletti was promoted to vice president and joined Barker and changed Stanley Spring Works marketing strategy from selling primarily to the automotive parts houses to selling exclusively to spring service shops and export markets. This change was highly successful and provided growing recognition in the industry. Stanley Springs works expanded their reach to include the Deep South and west of the Mississippi River.

1964: Proved to be a significant change for the company. Frank Barker sold his controlling interest in the business to five of his employees: Angelo Paioletti, Edwin Musser, Charles Orris, Charles Haring and John Stengel. Under their leadership, Stanley Spring Works quickly reached the position of second in the country for replacement leaf springs sales and first in quality. Manufacturing expansion continued through 1974.

1981: Stanley Spring Works was sold to TRW and created TRW Heavy Duty Parts. This new company brought additional products in undercarriage to add to their existing Stanley Spring Works product portfolio.

1988: Dayton Parts, Inc., was formed when TRW Sold to Varity Corporation. Varity Corporation combined TRW Heavy Duty and Dayton Walther’s aftermarket to from Dayton Parts, Inc.

1992: JPE acquired Dayton Parts, Inc.

1997: Dayton Parts, Inc., acquired Brake, Axle, and Tandem Company (BATCO) who was the industry leader in foundation air brake and wheel attaching components.

1999: ASC Holdings, LLC, an investment group acquired the controlling interest in JPE, Inc.

2003: Dayton Parts, LLC, was formed. The executive management team and Gen Cap of America became financials partners and acquired the business from ASC Holdings, LLC

2006: The executive management team recapitalized the business with Capital Partners and continued to focus on high service levels for the light-, medium-, and heavy-duty independent aftermarket segments.

2007: Dayton Parts, LLC, acquired S&G Enterprises and Merion Spring Company (a subsidiary of S&G).

2012: Executive management team partnered with AEA Investors, LP to purchase Dayton Parts, LLC, to continue and expand the growth of Dayton Parts, LLC. Dayton Parts, LLC shortly after the partnership with AEA Investors acquired Dallas Spring/Eagle Suspensions. Dallas Spring is a leading distributor of springs and suspension components service the heavy-duty aftermarket and Eagle Suspension is a leading manufacturer of leaf springs to some of the most respected truck, trailer, and suspension systems builders in the world.

Please briefly describe your company’s sales structure: What do you sell, who are your customers, etc.?

Dayton Parts has factory trained representatives covering the U.S., Canada and export markets. The company’s sales are made up of 90 percent to the independent distributors, spring shops and national accounts. The other 10 percent centers around OEMs. Products offered in our portfolio span undercarriage and drivetrain components from Air Systems, Air Disc & Brake components, Clutch, Driveline, Steering, Suspension, Springs, and Wheel End to name a few.

What separates Dayton Parts from competitors in its marketplace?

Dayton Parts stands out from our competition with service, high order fill and quality of products sold. We live up to “Quality is our Standard, Service is our Business. Customer tell us we find solutions to their issues when our competitors fall short.

How do you believe customers perceive your business?

Dayton Parts is perceived by our customers as a company which cares and works alongside our customers to assist them in providing solutions for the end user. They feel Dayton is a partner and not just a company. Our brand stands for quality and this is shown by other customers telling their peers about Dayton Parts.

How and why do your customers stay loyal to your business?

Customers stay loyal to Dayton Parts since they feel we are a partner working alongside them to provide quality products to their customers at a competitive price. We provide high order fill and continue to bring new products to market even in product areas Dayton Parts has not been known for. Example of two recent additions are the GEN2 WI-FI Anti-lock brake ECU, which allows the mechanic to use their smart phone or tablet to diagnose their trailer faults. The first company to provide a complete solution for Air Disc Brake for calipers, rotors, and pads.

What is one thing most customers/suppliers don’t know about Dayton Parts that would surprise/impress them? (i.e., tell us something about Dayton Parts we don’t know)

Dayton Parts marketing and product management team consists of only seven people, so the amount of product development and marketing is done very efficiently and effectively.

What makes Dayton Parts a great place to work?

Dayton Parts is a great place to work because of three major traits:

  1. Treat our employees as family.
  2. Listens to our employees’ ideas regardless of seniority. Leadership believes every employee has a voice and they are striving to improve every aspect of the company.
  3. Dayton Parts concern for what the employee wants to do next in their career so training and education programs can be provided. Dayton Parts wants to make sure they are ready when the opportunity comes.

How vital is it to have quality employees entering your business from younger generations, and how are you trying to recruit these younger professionals?

It is very vital for Dayton Parts to bring in younger employees so Dayton Parts is sustainable well into the future. The younger generation is motivated to succeed and they have an entrepreneurial spirit. The younger generation brings a different perspective and ideas to improve the company overall. They challenge every aspect of our business. They have the ability to adapt more quickly to the changing demands of our customers from a technology standpoint. Dayton Parts recruits the younger generation by using interns and recently started to attend job fairs put on by local organization and colleges.

Does Dayton Parts feel it is in the position to change with the times? If so how?

Dayton Parts is in the forefront of change. We continue to transform our company by embracing technology, searching for ways to speed up our response time, and we continue to run the company as if we are entrepreneurs. Not only are we embracing the way orders are placed but we have embraced how catalogs and literature is starting to be delivered to the customer base. Consumers are looking for ways to look up parts faster. Some examples of how Dayton Parts has been in the forefront of change. Dayton Parts has adapted was to create DP Everywhere—an app which allows the customer to have all our catalogs and product bulletins at their fingertips. The app also provides access to our website if they have an internet connection. The second is the new GEN2 product. This Wi-Fi-enabled ECU allows the fleet to know what is wrong and order the parts before the vehicle is back in the shop. Lastly, the leadership team understands we need to make decisions quickly and we may not have the time to review every aspect we should have before making the decision. If we don’t have all the information we will make the best decision possible as we understand time is driving our business today. There is no time to compile all the information.

Do you have any advice for the next generation, as they work in this industry?

Looking back on my career I would advise the younger generation with the same advice I was given when I started my career. Embrace the opportunity you’re given and work harder than others. Keep your word and do what you say. Build relationships with your internal and external customers, i.e. develop your network. No matter who you come in contact with at your customer acknowledge them; you never know when they maybe making the business decisions. Express your view point respectively and lastly take initiative to learn and gain knowledge from your peers.

What are the long-term future of Dayton Parts in the heavy-duty aftermarket?

The long-term goals are to build on the 95-year history by enhancing our current portfolio of products, adding new products, and continue to be in the forefront of the changing times we continue to provide solutions to our customers.

Why did Dayton Parts join GenNext?

Dayton Parts supports GenNext for a couple of reasons. We need to support getting the younger generation involved in our industry. GenNext provides this forum to assist in generating interest and transferring knowledge to the future generation of leaders.

How can GenNext help Dayton Parts’ employees?

By continuing to support training of our younger generation of employees from product to business topics and provide opportunities for them to meet others in the industry for networking.

What are the three most pivotal moments in your career that you either learned from and/or that got you where you are?

My three most pivotal moments were when I left the first company I worked for out of college and went to a company which was predominately an OEM supplier. The second moment was when I was asked to develop the aftermarket in Russia. With lots of questions and concerns, especially not speaking the language; how was I going to be successful? The third pivotal moment was leaving a company after 20 years where I was enjoying my job and customers and being offered the position of vice president of marketing where I had no experience. While every decision is always a hard one with questions and concerns, I have learned stepping outside of your comfort zone is rewarding.

Are there any industry leaders that have influenced you/mentored you? Who were they and how has their knowledge assisted you?

Over the years there have been many managers, colleagues, and customers who have provided me the leadership and guidance to develop me into who I have become. These individuals went out of their way to provide me guidance and showed me what it takes to become not only a leader but a strong person. I could ask any question or bounce any idea off them and they would provide feedback. There was nothing off limits. These four individuals would challenge me to see how I would react knowing they were pushing the boundaries of what I could do. They allowed me to provide a solution which may not be exactly what they wanted but again they wanted to see how I handle the situation. Every time I had the privilege to talk or even interact with them they always had the time. The individuals that helped develop me into the person I am today beside my father who worked in the automotive industry are Rick Grimm, Dan Hopgood, John Minor and Richard Spitzke.



Industry Update

Industry Update

GenNext helps find the innovative distributor mindset

The big news in the GenNext world since our last newsletter was the first of two hour-long educational webinars with Dirk Beveridge. The first, “Finding Your Innovative Distributor Mindset,” was held on June 28. The second, “INNOVATE! How to Create Relevancy in the Age of Disruption,” is scheduled for Sept. 27, 2017.

In his first webinar, Beveridge addressed the importance of change and evolution in distributor operations. He said, “if we are going to create relevant, profitable and sustainable businesses, we must be innovative.”

He also listed eight key mindsets of innovative distributors. They were:

  • Energized and Optimistic
  • Intellectual
  • Think big
  • Challenger
  • Experimenter
  • Doer
  • Value Creator
  • Own the future

For more on each mindset, a written recap and directions for a copy of Beveridge’s presentation, please CLICK HERE.



Distributor Highlight

Distributor Highlight

Getting to know Betts Truck Parts & Service

John Devany, General Manager

Please briefly describe the history of Betts Truck Parts.

In 1868 William M. Betts I opened Betts Spring Company in San Francisco making buggy springs. Betts Spring Company remained in San Francisco until 1972 when we relocated to San Leandro, Calif. Then in 1983 Betts Spring Company opened its second location in Pico Rivera, Calif. Three years later in 1986 Betts moved into a large facility in Pico Rivera, Calif. Then in 1988 Betts moved again into its current location in Santa Fe Springs, Calif. Also in 1988, we opened our third location in Portland, Ore. Several years later in 1990 we opened our fourth location in Sacramento. Two years later in 1992 we opened our fifth location in Fresno, Calif. That same year we also opened our sixth location in Phoenix. Then three years later in 1995 we opened our seventh location in Fontana, Calif. The following year in 1996 we relocated our San Leandro, Calif., location and opened our distribution center/branch in a large facility in San Leandro, Calif. At that point, we rebranded all our locations from Betts Spring Company to Betts Truck Parts and Service. Lastly, we opened our eight location in Manteca, Calif., in 2005.

Please briefly describe your company’s distribution structure: What do you sell, who are your vendors, who are your customers, etc.?

What we sell: leaf springs/suspension components; Steering components; brake/wheel end products; spray suppression products; drivetrain components; electrical products; chemicals.

Top vendors are Dayton Parts, Meritor, STEMCO, Hutch, HME, Hendrickson, Baldwin, Bendix, ATRO, SAF Holland, Webb Wheel, East Penn Mfg., Gates, Betts HD, Betts Spring Mfg., Triangle, and many more.

Customers are repair facilities, refuse fleets, sand/dirt/cement fleets, agriculture fleets, truck and trailer OEMs, fire trucks, tanker trucks, reefer fleets, dry freight fleets, container chassis fleets, logging fleets, spring shops, distributors, municipalities, school and transit buses.

What separates Betts Truck Parts from competitors in its marketplace?

Betts is family owned and operated, and has been in business for 150 years. We service all the parts we sell from eight strategically located stores and a centralized distribution center. We also have more than 20 outside salesmen and factory-trained technicians.

How do you believe customers perceive your business?

Quality products, competitive prices, quick delivery service, knowledgeable staff, problem solvers who are easy to deal with.

How and why have your customers stayed loyal to your business?

The reasons listed above.

What is one thing most customers/suppliers don’t know about Betts Truck Parts that would surprise/impress them? (i.e., tell us something about Betts Truck Parts we don’t know)

We are a sixth-generation family-owned business with five active family members in the business: Mike Betts (CEO/Owner); Bill Betts (President/Owner); Don Devany (Senior Vice President); John Devany (General Manager); Joe Devany (Director of Operations).

What makes Betts Truck Parts a great place to work?

Our culture. We live and breathe our core values and purpose statement. Our core values are respect everyone, aim for excellence, share your passion, work smart, take care, act ethically and communicate. Our purpose statement is ‘Improving the way things move.’

How vital is it to have quality employees entering your business from younger generations, and how are you trying to recruit these younger professionals?

It’s extremely important to recruit young talent for long term success. We partner with local colleges, community colleges, high school and trade schools to help educate students about the opportunities our industry can provide.

Do you feel Betts Truck Parts is in the position to change with the times? If so how?

Absolutely. We believe in continuous improvement and if you’re not changing your going backwards.

Do you have any advice for the next generation, as they work in this industry?

Learn something new every day, be open to change, work hard, earn respect, stay the course and you will be rewarded.

What are your goals for the long-term future of Betts Truck Parts?

To be the employer of choice in every market we operate in.

Why did Betts Truck Parts join GenNext? How can GenNext help Betts Truck Parts’ employees?

To educate the younger generation about the opportunities our industry provides through training, education and awareness.

What are the three most pivotal moments in your career that you either learned from and/or that got you where you are?

It’s OK to make mistakes but you must learn from those mistakes. Hard work will always pay off. Knowledge is power.

Are there any industry leaders that have influenced you/mentored you? Who were they and how has their knowledge assisted you?

  • Don Devany (Father) – Hard work will always pay off, treat others with respect and surround yourself with good people.
  • Mike Betts (Uncle) – Think strategically and always be one step ahead of the competition.
  • John Minor (HDATP Member) – Profitable products to sell and top suppliers to deal with.
  • Don Reimondo (HDATP President) – To give back to the industry and continue to educate yourself.


Recruitment Update

Recruitment Update

Recruitment Update

Nikki Paschall, GenNext HD Recruitment Chair

Hope everyone’s had a great summer! We’re still on a high from our spring Distributor Training Expo (DTE) event in Atlanta! Thank you for those of you that joined us for our summer training webinar, we’ll be hosting another one this fall so keep an eye on your inbox for more information. Our next recruiting and networking event will be at the VIPAR Heavy Duty Annual Business Conference in October, please join us!



Mentorship Update

Mentorship Update

Mentorship Update

Nick Seidel, GenNext HD Mentorship Chair

As summer has begun, GenNext is now in the planning process for the 2018 Distributor Training Expo (DTE). With such a success and large interest from the industry from this past April’s DTE, we have confirmed that we will be growing our distributor attendees to 225 participants for the 2018 event.  We are also hoping to add six more suppliers to the training weekend.  Much more information to come as the planning process continues.

GenNext will also continue to host a speed mentoring session at this year’s VIPAR Heavy Duty Annual Business Conference in October in Orlando. This makes the third Speed Mentoring event GenNext has hosted. We are excited to have the opportunity to provide a value offering side by side with VIPAR Heavy Duty.



Education Update

Education Update

Education Update

Adam Diecks, GenNext HD Education Chair

In June, GenNext hosted the first of a two-part webinar series presented by Dirk Beveridge that focused on the innovative distributor mindset. During the webinar, Beveridge described what he believes are eight mindsets necessary for innovation in distribution, and how aftermarket employees, not companies, can cultivate those mindsets to thrive.

Following up on the success of this webinar will be part two of the series. The second webinar will focus on ‘How to Create Relevancy in the Age of Disruption. This webinar is scheduled for Wednesday, Sept. 27, 2017. Registration information will be available soon.



Education Update

Education Update

Education Update

By Adam Diecks, GenNext HD Education Chair

GenNext HD is currently working on finalizing the schedule for a series of training webinars that will cover topics such as business strategy, leadership, sales, profitability and marketing. The details of our webinar training series will be sent to the members as soon as they are confirmed.



Mentorship Update

Mentorship Update

Mentorship Update

By Nick Seidel, GenNext HD Mentorship Chair

GenNext HD is excited to announce we will be hosting our second Speed Mentoring session at HDA Truck Pride’s Annual Meeting next month in Orlando. The Speed Mentoring was a huge success at the VIPAR Heavy Duty Annual Business Conference last year in Orlando and we look to duplicate the experience with HDA Truck Pride.

The mentoring session will feature 20 industry mentors, and is scheduled for 4 to 6 p.m. EST on Wednesday, May 3.



Recruitment Update

Recruitment Update

Recruitment Update

By Nikki Paschall, GenNext HD Recruitment Chair

 

It’s been a busy first quarter for GenNext HD! We had wonderful networking time during HDAW in Las Vegas and recently completed another successful Distributor Training Expo. We will begin May at the HDA Truck Pride Annual Meeting with a Speed Mentoring event featuring 20 industry mentors and a group of GenNexter mentees rotating to each station. We’re excited for even deeper connections and recruitment with the next generation of commercial vehicle workforce.



Industry Update

Industry Update

Distributor Training Expo earns high marks yet again

The second annual GenNext HD and Commercial Vehicle Solutions Network (CVSN) Distributor Training Expo was held last weekend at the Hyatt Regency in Atlanta.

After hosting 150 distributor attendees and 14 suppliers last year, we bumped our attendance to 175 distributors and 23 suppliers this year. The event began with a reception and dinner on Friday evening, and concluded with lunch on Sunday. In between, distributor attendees participated in seven hour-long training sessions with Gold-sponsor suppliers, six 30-minute sessions with select Silver suppliers, a training lunch with their respective buying group and one hour of exclusive access to the exhibit floor.

In Sunday’s post-event survey, 95 percent of attendees viewed the event as very satisfying (64 percent) or somewhat satisfying (31 percent), and 82 percent said they were very likely to recommend the event to colleagues. An even higher number, 87 percent, said they would attend again, with 12 percent saying “maybe” they would consider it, depending on various factors.

Individual aspects of the event were appreciated as well. The one-hour Gold training sessions posted an 89 percent approval rating (40 percent excellent, 49 percent good) and the 30-minute Silver trainings had a 90 score (33 excellent, 57 good). The trade show netted an 88 percent approval score (40 excellent, 48 good), with 73 percent of attendees claiming their time allowed on the floor was “just right.”

Overall, both suppliers (91 percent) and distributors (84 percent) said they would like to see more attendees in future years.