ASA Education Foundation:
Taking training to a whole new level
BY MARY JO MARTIN
Editorial director
Thanks in large part to the Karl E. Neupert Endowment Fund, and the dedication of volunteer and staff leaders, the American Supply Association’s Education Foundation has developed a significant amount of new programs that provide exceptional value at a very affordable cost.
One of the most significant projects the ASAEF has undertaken is updating the ProductPro product knowledge courses. They have also spent a good deal of time expanding the Essentials brand of courses, which, in addition to the original Essentials of Profitable Wholesale Distribution©, includes courses for showroom sales, inside sales and warehouse operations. They cover important business basics that allow every employee to contribute to a company’s success.
ASAEF also offers programs on customer service and supervision, as well as the Employee Performance Improvement Tool Kit, which was designed for use by human resources professionals and contains job descriptions, requirements, guidelines for recruiting, training, reviews and other good tools, and provides customizable templates on CD.
Based on feedback from customers, the Foundation is now turning its attention to online delivery methods. Part of that online training includes a new education component for the 3D Schematics Solutions, which offers a game-like system of products and their applications in residential, commercial and, eventually, industrial treatments. It’s an ideal way to introduce the products sold in this industry in a simple and understandable fashion, as it allows users to actually see the products in their practical applications.
A top priority for ASAEF in the immediate future is converting its current content into an interactive online format that provides engaging training. With so many of this industry’s current employee pool being of a generation that grew up on computers, playing video games and learning electronically, interactive training methods are crucial in keeping these young people interested in their jobs and our industry.
Recently, ASAEF executive director Amy Black and president of the Board of Trustees Frank Finkel of Davis & Warshow — who is also a past president and member of the Board of Directors and Executive Committee of ASA — discussed the evolution of the Foundation and its new programming with editorial director Mary Jo Martin.
MJM: ASA University and ASAU Online were just rolled out last year. How do they work, and how are they different from courses you’ve developed over the years?
Black: ASA University is a new concept for the Foundation. It began as a housing mechanism to hold all the programs and tools available from the Education Foundation. What was different was not what was in ASA University, but how it was presented. We are now developing the “university” part of this concept.
Ultimately, ASA University will offer Colleges to serve all job areas within our industry. For example, we are looking at creating a College of Sales/Sales Management and a College of Leadership/Executive Management. Each College will have a set of core competencies and clear professional development pathways for all job titles.
A cornerstone of ASA University is our new online learning management system, ASAU Online. This is the home to all the Foundation’s online programs. The courses are delivered in quick, but highly interactive modules to keep users interested and progressing. Students may train from any computer, at any location, any time they wish. And the new engaging aspect of the courses allows for better retention.
MJM: What are the key benefits of ASAU Online for an employer?
Black: One of the best features of ASAU Online is that it allows trainers and supervisors to set learning agendas and track employee progress through courses and programs. It’s all well and good if employees say “yes, I took this course and that course.” But if employers have no way of tracking that or gauging if what was supposed to be learned is being put into action, how do they know it’s working — or worth their investment? Training isn’t just about giving employees a workbook and saying “learn this.” Employers need to show they value training enough to track and monitor progress so employees can be recognized and rewarded.
ASAU Online actually does all the work for companies that don’t know where to send their training managers to find what they need to create and track a successful program. It’s also of great value to those who are unable to have a designated trainer within their company. From tracking progress and scores, to keeping all the information in one easy-to-access place, ASAU Online makes training simple. Also, with the “any time, anywhere” training format, employees can be easily trained even when time is tight, which we all know it is.
MJM: Frank, how does Davis & Warshow use the various programs?
Finkel: We have used ASEAF products and services for more than two decades. Early on, we sent many of our folks to what is now the University of Industrial Distribution. As ProductPro became available, we initiated a program for all new hires to take the courses — as our hourly employees complete a unit of ProductPro, they receive an hourly wage increase. This incentive can reach $30 per week if they complete all segments.
We also challenge our inside staff and showroom salespeople to complete various Essentials course work to enhance our profitability. Our head of training monitors all of these programs. We’ve seen an increase in the level of competency that certainly pays off in a bottom line increase.
MJM: What are some of your longer-term goals for ASAEF programs?
Black: One area we’d like to see grow is having more manufacturers’ representatives use ProductPro and the Essentials programs when training their people. Whether a supplier uses an inside sales force or independent manufacturers’ reps, the goal is the same — sell to the wholesaler. There is no better way to do that than to first be familiar with the products a wholesaler carries beyond just your own. You never know where an opportunity can present itself to help your customer or gain new business, Second, understand how a distributor operates. It gives independent reps more credibility and allows them to tailor their sales strategies accordingly.
Finkel: While many of our programs appear to be wholesaler focused, they are actually applicable to any employee of any company within the PHCP/PVF industry. We haven’t done a good enough job communicating this to our manufacturers and reps, and we are making strides to change this perception. While a majority of users are wholesalers, many manufacturers avidly use our programs in their training. For example, several manufacturers have made Essentials of Profitable Wholesale Distribution a required program for their salespeople. They realize that if their salespeople understand how a distributor makes a profit, they will be better equipped to have a conversation that addresses those priorities and gear their sales strategies accordingly.
In fact, our Overview of Wholesale Distribution online course has already garnered the endorsement of our Vendor Member Division, which we are hopeful is a sign of the industry embracing this delivery method.
MJM: The development of all these programs has been made possible by the Karl E. Neupert Endowment Fund. Were you involved during the early stages of the campaign?
Finkel: When Karl began to discuss his idea, I was skeptical. It came at a time when our friends at PHCC had finished a similar fund raising effort. That effort was flawed in many ways and I was fearful that we would not be able to generate any enthusiasm from manufacturers. Boy was I wrong. It did not take Karl long to visit me and convince me that his vision was not only valid, but absolutely necessary for our industry. He got me on his bandwagon and I became active in the solicitation efforts.
MJM: Why has it been important to you to give so much of your time to this association and industry?
Finkel: Look at what this industry has given to me, my family and my extended family at Davis & Warshow. Over the years I have seen three generations of folks at Davis & Warshow. They and their families have prospered because of our industry. The ideas and exchanges through ASA that my father and I and now my son David have been exposed to have helped us be successful and provided the same for all of our associates. The many lasting friendships that Lois and I have made would not have been possible without ASA.
Even in tough economic times, our industry has continued to survive, if not prosper. We need more in our industry to embrace what ASA has to offer, to have a united voice in Washington, to gather together and talk shop, and to enable our members to have the most knowledgeable associates in the industry.
All of the key issues that ASA has dealt with revolve around its members. The current Strategic Plan says: “To help PHCP and PVF supply chain partners run more efficient, profitable businesses.”
I think that has always been the guiding principle behind ASA. Of course, today we include our manufacturers as true partners in these efforts. Networking, advocacy, benchmarking and education are the cornerstones upon which we build. We saw the first two pieces in action last fall at our convention in Washington, D.C. The reviews were stellar, however we need to attract more of our membership to these events. ASAEF, through the funding provided by the Neupert Endowment Fund, continues to be my focus. We are preparing programs to meet the requirements of the 21st century.
MJM: What was it about the Education Foundation that encouraged you to take on this latest role, and what are your goals?
Finkel: When I was asked to sit as a trustee on the ASAEF it was an easy decision to say yes. The value of the programs and services it has provided to Davis & Warshow are priceless and I wanted to help develop these for the future associates of our firm. I was reluctant to become president of the Board of Trustees, however the truth is that the talented staff does most of the work. Unless you are part of this team, you do not see the intelligence and dedication of the staff. They are a pleasure to work with and truly deserve the credit that the volunteer leadership gets.
MJM: You’ve seen a lot during the course of your career, Frank. In what ways have the business issues you face as a wholesaler changed, and are there things that have remained constant?
Finkel: We buy stuff and sell stuff. That really has not changed. What has changed is the way progressive wholesalers go about that seemingly simple task. I still see handwritten invoices and statements from some wholesalers and reps and I just shake my head in wonder.
When we moved to our current location in 1975, our billing department had 22 people actively involved in getting our “computerized” invoices and statements out. We had a warehouse full of folks with no accountability as to what they were accomplishing each day. Today, technology enables us to generate invoices and statements with two or three people. Our main warehouse is RF directed and each order is double-checked before shipping. We operate with fewer associates than we had in 1990. We can download reporting on what our customers are buying from us as well as measure how our manufacturers are performing. All of this new knowledge enables us to make good business decisions.
Many of these ideas came out of discussions with our peers at various ASA functions. We really did not invent anything; we adapted what other folks had been doing. The key to our success has been our ability to recognize that change can be good and embrace those changes.
For additional information, visit www.asaef.org or call Amy Black at 312/464-0090.