Back in the day, none of the Ag equipment manufacturers had marketing research departments. They were guessing all the way. The sales department sent out booklets to the district managers to fill in their estimate of what they were going to sell in the coming year. After the DM's consulted with their dealers, they filled in their booklets and sent them to West Allis - - and most of them came back marked "NOT ENOUGH!". When managers fail to listen to the people in the field, it's time for new managers.
The next thing that happened was the DM's all got a letter from headquarters that a new tractor was being shipped to their home - and they better get an order from a dealer for that tractor if they didn't want the tractor setting in their driveway and billed to them. That might have worked in the past but when the Ag market was declining, their better people started looking for jobs elsewhere after that fiasco.
When I moved into sales management with another company, I did my own market research and forecast system that worked very well for the company. I never quite understood how the large manufacturers neglected to do market research and forecasting, which would have told them what to make and how many to make. I went through West Allis in the 70's and saw tractor parked in vacant lots all over the area; they kept on building tractors when they should have cut back - as did most of the other manufacturers. Dead inventory costs a lot of money.
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Today's Featured Article - A Cautionary Tale - by Ian Minshull. In the early 1950s my father bought an Allis Chalmers B and I used it for all the row crop work with the mangolds and potatoes, rolling and the haymaking on our farm. The farm and the Allis were sold and I have spent a lifetime working on farms throughout the country. I promised myself that one day I would own an Allis. That time event
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