Deere & Company: Spare Part Business Economics

This is a snippet of the transcript, sign up to read more.

So, just understanding how Deere is thinking about the aftermarket, the parts business, your specific portfolio, and the risks you see in that segment of the business. Could walk me through how Deere is thinking about the aftermarket and how that thinking has evolved during the years you've spent there, that would be useful.

That mindset has always been there, but corporate considerations or goals around it really changed about five years ago. They went through a big reorganization and set up a new division called the Lifecycle Solutions division. That's when they really put the spotlight back on the parts business. It was set up as a separate unit with a separate president, separate financials, and the whole ball of wax. It was run just like a separate business starting about five years ago. Now, it's a critical piece of their business because it generates over $7 billion in revenue with about a 50% plus margin.

This is a snippet of the transcript, sign up to read more.

Is this all within filters?

Yes. Deere also had exclusivity, and actually, it was exclusivity forever with their engine oil and hydraulic oil. The oils like Plus-52 and Hy-Gard, their two primary oils, are Deere exclusive. Those formulations can never be sold to anybody else. Deere primarily dealt with Shell, and in the US, it was a local blender, but Shell is their largest oil supplier worldwide. The formulations for their engine oil and hydraulic oil are Deere exclusive and can never be sold to anybody else ever.

This is a snippet of the transcript, sign up to read more.