A cross-section of distributors and manufacturers met in Chicago Nov. 2-5 for the fall meeting of the Fluid Power Distributors Assn.

More than 225 delegates attended, said FPDA executive director Kathleen DeMarco.

Robert Tucker, president of The Innovation Resource, addressed the opening session. His topic, Innovative Thinking, emphasized that recognizing and complimenting good employees can often inspire the entire workforce.

“Behavior that gets rewarded gets repeated. So examine what you reward,” Tucker said.

Other speakers included manufacturing and processing consultant Richard Morley, who discussed fluid power and the future of the industry. He advised FPDA members to consider new ways to get information about their businesses to customers, citing Podcasts and Web technology as keys to future earnings.

“We have a new business world coming,” he said. “Actually, it is here now.”

Morley emphasized new methods of training for FPDA employees.

“You want to be the dumbest guy in your organization,” he said, drawing a few nervous laughs. “Have people around you who are smarter than you are. It's OK to send employees to school for a couple of days. It pays off in the long run. Maintenance is cheaper than repair.”

A panel discussion on customer relationship management drew a large crowd and featured members of FPDA's Sales Excellence Council. Todd Youngblood of The YPS Group Inc. facilitated the session.

“CRM is a tool, not a chore,” Youngblood reminded FPDA members.

The session focused on some key questions companies should ask about CRM and featured panel members sharing their collective experiences.

“It can have a positive impact on communication as well as time management, among other areas,” said Steven Jenkins of Carolina Fluid Components.

Unlike a few years ago, many CRM systems made today can be customized for each company, Jenkins added.

“Most of the folks who design CRM software will do so to suit your needs,” he advised.

Keith Elphick of the Knotts Co. said companies new to CRM should be prepared to go through a trial-and-error phase.

“You have to do a lot of dry runs before you unleash it on your sales force,” Elphick said.

CRM doesn't necessarily require an enormous tech budget, Jenkins added, referring to Carolina Fluid Power as a “baby step kind of company.” They have employed a fairly modest CRM model so far, he explained.