There are perennial industry topics that tend to get discussed ad-infinitum.

Certainly during my 20-plus years of working on the magazine, and definitely well beyond that, there are some core, big-picture subjects that arise when thinking about areas that are challenging for dealers.

Recruitment would be a major one. Alongside this, the retention of staff. Then you might start considering what are the best methods available for marketing the business? Or should a business be thinking about diversifying into new areas? What about taking on more - or fewer - brands? And how to display those in-store? You know the sort of thing. All are regular touchstones, that are returned to frequently - perhaps because there's no definitive answer.

There is however, one subject that seems to often be around in the background of discussion, but maybe not receiving quite as much attention as some of these other areas - probably because it's not as urgent on a day-to-day basis. This is the idea of what happens to the business when the current owner decides to call it a day? Essentially what succession plans does a dealership have in place?

Worried for the network

We recently heard from a representative of a major manufacturer who broached this very subject. They told us they had been visiting dealers with their sales team and were worried for the future of the dealer network.

That's quite a dramatic statement, but they explained that in a particular area of the country where they had visited nine or so dealers over a few days, perhaps only a couple had an obvious succession plan. They felt that many dealerships were closing down with hardly any springing up to replace them.

The big question for this supplier, was what will our industry - and crucially the dealer network - look like in 10, 15 or indeed 20 years' time?

So, our question to you our dealer readers today, is does this notion of a lack of succession planning strike a chord with your business? Is it something to which you've given much consideration - or is it a subject for another day? 

Sooner rather than later

Doing some digging around the subject, it certainly feels like it's something that experts in the field argue should be given some serious thought to sooner rather than later.

It's understandable though, how perhaps many do not like to confront it. Service Dealer's SME Digest editor, Adam Bernstein, recently wrote in our pages how talk - or equally a lack of talk - regarding succession can be a cause of much dispute in a family business.

Adam said, "The most frequent disputes tend to involve a lack of succession planning which leaves the next generation feeling frustrated, or uncertain about what comes next, and which of the next generation should be involved; differences over strategic direction; and different attitudes among or across generations on whether the business should stay in the family or be sold, and who decides."

Another detailed take on the subject was delivered recently on our friend, Service Dealer founder Chris Biddle's podcast. In an episode from November Chris spoke to Stephen Shortt, who is a small business strategist about the tensions, the planning, the dynamics, and the personal ambitions that come into to play when deciding on succession issues.

In a wide-ranging conversation that is well worth catching up with, Chris and Stephen talk about how each family business set up is different. Sometimes succession is a straightforward matter. At other times when several family members are involved, damaging conflicts can arise that can spread from the boardroom to one's home-life outside of work.

Speaking from personal experience, Stephen outlines how potentially serious family disagreements, often as a result of dogmatic attitudes, can be diffused to the benefit of all concerned when deciding on succession planning.

Starting a conversation

When you hear how troubling these conflicts have the potential to become, it's clear why planning of this nature could get pushed to the back of the priorities list - especially when there are pressing matters that need addressing to keep the business running.

But listening to these people who know infinitely more about the subject than I do, they make for a compelling argument that it is in everyone's best interest to begin considering options now. Avoidance of the subject entirely, is far from helpful.

Service Dealer columnist Sara Hey from dealer development specialists in the States, Bob Clements International, also says how it's important to get on top of the conversation.

She told us, "Succession planning is full of emotion. In so many of the conversations that I have had with dealers, the current owner has put blood, sweat, tears, and money into something that they have seen grow and change. Moving that into someone else’s hands, no matter how capable, takes a lot."

Three quick tips she gives as to how a dealer might start to hold a succession conversation are:

• Pick a place that where you can have the conversation and won’t be interrupted.
• Ask questions and listen to the answers.
• Use others as an example to bring up the conversation

Whilst the complete solution to the problem most likely won't be resolved in any initial conversation, it should at least start the ball rolling and generate some groundwork towards a transition. 

The nature of the conversation surrounding succession can involve traditionally taboo subjects such as money and sadly, death. But perhaps for the sake of the future landscape of the UK dealer network, more businesses should be taking those, albeit uncomfortable, first steps.

But let us know, what you think. It would be great to hear any of your thoughts on the subject today, in the comments below.