Dealer co-op funds are meant to help local partners grow. So why do so many dollars go unused or get spent at the deadline on low-impact purchases?

In this episode, Brian Cole sits down with Steven Hileman, Vice President of Client Solutions at Element Three, to unpack why dealer co-op programs underperform and what OEM leaders can do about it.

Steven explains how misaligned incentives push dealers toward short-term behavior rather than the manufacturer's broader strategy. He also explores how program rules can steer spending toward stronger dealer execution, while turnkey support can close the gap for locations without dedicated marketing resources.

For OEM and B2B2X leaders managing dealer networks, channel marketing, and co-op budgets, this conversation offers a practical way to make dealer funding more useful, measurable, and tied to long-term growth.

You’ll learn:

• Compare fund usage with dealer sales results to see which activities are actually supporting growth
• Require priorities like sales training before dealers unlock broader reimbursement options
• Match reimbursement and turnkey support to each dealer's market, capabilities, and ability to execute

Things to listen for:

(00:00) Building dealer programs that turn co-op dollars into sustainable growth

(00:30) Diagnosing why co-op funds go unused

(01:21) Steering dealer spend toward activities that support growth

(03:19) When sales incentives undermine long-term growth

(05:43) Using performance gates to unlock co-op funds

(07:26) Balancing reimbursement with turnkey dealer support

(08:25) Connecting OEM data to the dealer buyer journey

(11:14) Designing programs for different dealers and markets

(13:53) Learning what dealers really think about OEM programs

(14:41) What to do when your co-op program is underperforming

(16:06) Asking dealers which competitor programs they value

Building an ABM target list can look like a marketing task. But if the business cannot pursue or serve the accounts on that list, more leads will not create more revenue.

In this episode, John Gough sits down with Dusty Howe, Director, Marketing Strategy at Element Three, to break down how manufacturers can build account-based marketing lists around the customers they can actually win and serve well. They talk about why the process should involve sales and the broader organization from the start, giving marketing a clearer view of where the company is equipped to compete.

They explore how marketing can move beyond lead volume and become a source of useful market feedback. When customer demand exposes a gap between what the market wants and what the business can deliver, that signal can help teams rethink targeting, messaging, and future opportunities.

For OEM and B2B2X leaders working across complex sales and distribution models, this episode offers a practical way to turn ABM list building into an ongoing process tied to revenue.

You’ll learn:

• How to build an ABM target list around the customers your business is best equipped to win
• Why account prioritization should consider timing and fit instead of company size alone
• How sales, marketing, and other teams can use ongoing feedback to improve the target list

Things to listen for:

(00:00) Where to start when building an ABM list

(01:31) How to define the customers your business is best suited to serve

(02:19) Why account tiers should reflect timing and win potential

(03:48) How current customers fit into an ABM strategy

(04:49) When an account should be excluded from the list

(06:32) Why a strong marketing lead can still be a poor business fit

(08:12) How marketing can connect lead generation to revenue

(10:33) Why an outside perspective can uncover better target accounts

(12:18) How market feedback can change who you target

(15:01) How sales and marketing should coordinate account outreach

(18:11) Why weekly sales and marketing feedback matters

(19:46) How to keep your ABM list from becoming stagnant

A product that isn’t selling might not have a product problem.

In this episode of The Inventory, Reid Morris is joined by Brian Cole, Marketing Strategy and Operations Leader, and Theresa Goodall, Creative Director at Element Three, to talk about how brands can determine whether a struggling product is facing a product issue or a deeper brand challenge.

Across industries like RV, marine, and other OEM-to-dealer markets, companies are often quick to blame the product when sales slow down. This episode explores how awareness, differentiation, positioning, customer satisfaction, and buying behavior all play a role in diagnosing what is really preventing a product from succeeding.

The conversation breaks down practical ways teams can find the answer—like talking with dealers and sales teams, understanding whether customers buy at the brand or product level, evaluating market and portfolio performance, and creating stronger alignment between product, marketing, and sales.

You’ll learn:

• How to diagnose whether a struggling product has a product problem or a brand problem
• Why customer buying behavior reveals where awareness and positioning issues exist
• How sales, marketing, and product teams can align to better understand product performance

Things to listen for:

(00:00) Why a failing product may not be the real problem
(00:59) How customer buying behavior reveals the root issue
(02:00) Why brands need to look beyond the product
(03:20) How to identify a brand awareness problem
(04:00) What dealers reveal about how customers buy
(05:00) Why market context matters before blaming the product
(06:00) The power of differentiation across the portfolio
(07:00) How marketing materials reveal brand clarity
(10:00) When customer satisfaction becomes the real issue
(12:00) Why product, marketing, and sales need earlier alignment
(15:00) What marketers can do to diagnose the problem quickly