How Landoll Corporation Cut Warranty Costs to 0.41% of Revenue While Growing 11x 

Landoll Corporation manufactures agricultural, construction, forestry, and transportation equipment sold and serviced through independent dealers across North America. Before RMB Solutions, its warranty operation ran on phone calls, paper, and one very busy administrator.

Today, that same administrator processes several times the claim volume, while warranty expense has fallen from roughly 4% of revenue to approximately 0.41%.

Here is how Landoll changed its warranty process and sustained those results through 11x business growth.

Landoll is a durable-goods manufacturer that sells through independent dealers. That model creates a familiar warranty challenge: the manufacturer owns the cost and compliance risk but does not control how dealers document repairs or submit claims. A structured warranty system gives dealer-network manufacturers a practical way to enforce complete claims and keep warranty spend visible as volume grows.

Before implementing RMB Solutions, Landoll's warranty claims process ran almost entirely through manual review. A single administrator handled all incoming claims, working through 10 to 15 submissions a day, every one of them requiring individual attention.

Claims arrived by phone, email, or paper form, with no structured intake process behind them. Nothing forced a dealer to submit complete information before a claim landed on the administrator's desk, which meant every claim started as a judgment call about whether there was even enough information to proceed.

95% of incoming claims arrived incomplete, missing a serial number, a failure description, labor hours, or some other detail the administrator needed before the claim could be reviewed. Every incomplete claim meant a phone call or email back to the dealer, then a wait for a response, then a second look once that response came back. A single claim could stretch over days simply waiting on information that should have been captured at submission.

Warranty expenses sat at roughly 4% of revenue, and more than half of that exposure was resolved through policy adjustments or goodwill approvals rather than a clear, documented coverage decision. 

Without a system tying every claim back to warranty terms, serial numbers, and coverage dates, the administrator often had to make a judgment call rather than a verified one, and there was no reliable way to see total warranty exposure at any given point in time. Decisions were made claim by claim, without visibility into what was accumulating across the entire dealer network.

Manual intake, incomplete data, and limited visibility made growth increasingly difficult without adding headcount. Landoll needed a process that could scale instead.

Rather than add staff, RMB Solutions implemented a dealer claims portal and made it the required path for service-center claims. The system shifted completeness checks to the point of submission instead of relying on the administrator to catch missing information afterward.

Required fields meant incomplete claims could not be submitted. The 95% incomplete-claim rate fell to zero because the portal would not accept a claim missing information needed for review.

Roughly 90% of the dealer network was using the portal within days of rollout because it was the required channel for getting a claim processed and paid.

Today, 100% of claim volume flows through the portal, putting every claim, decision, and all warranty exposure in one system of record.

The shift from manual, phone-driven intake to a structured, mandatory digital process shows up clearly in the numbers.

The most impressive result is what didn't change: staffing. Landoll's revenue grew 11x, while claims volume increased from 10-15 per day to 40 or more. Through it all, a single administrator handled the entire workload. 

Just as important, that increased capacity translated directly into faster, more responsive service for Landoll's dealer network. Dealers could submit complete claims electronically and receive decisions far more quickly, helping Landoll meet a key objective: providing better service to its dealers even as the business and claim volume grew.

Electronic approval reduced per-claim processing time to roughly 20 minutes, compared with a manual process that could stretch a claim over multiple days. With complete information captured at submission, Landoll can respond to dealers faster, reduce back-and-forth, and provide a more consistent service experience across its dealer network.

Industry research on warranty management software consistently shows warranty expense running between 1.5% and 5% of revenue for most manufacturers, and higher still in heavy equipment and agriculture. Landoll started at the higher end of that range, around 4%, and moved to approximately 0.41%, a rate well below the industry benchmark and a strong signal of how much of that original 4% was avoidable process cost rather than unavoidable product failure.

The portal combined three changes already reflected in the results above: required dealer intake, electronic approval, and centralized visibility. The added financial benefit was a documented basis for coverage decisions, helping reduce goodwill-driven exposure from over 50% to roughly 1.2%. 

Just as important, Landoll could use the failure data captured through the system to identify and address the root causes behind recurring product failures. The team could determine whether a failure originated in sourcing, the manufacturing process, or engineering design, then correct the underlying cause so future products leaving the factory would not repeat the same failure. 

This turned warranty data from a record of past problems into a tool for improving product quality and preventing future claims.

"With fewer manual processes, we are much more scalable. Our service orders have increased by 80% and yet we have the same number of employees working in the call center handling the vastly increased volume of orders."

— Ted Martin, Warranty/Service Manager, Landoll Corporation (at time of quote)

"Warranty, quality control, planning, engineering, sales, internal and external service technicians, the parts and service departments - all of them are using Service Management."

— Ted Martin, Warranty/Service Manager, Landoll Corporation (at time of quote)

Landoll's experience is relevant to any manufacturer that sells and services through independent dealers: the manufacturer owns warranty cost and data quality even though claims originate outside its organization.

The key lesson is that structured intake worked because it became the required path. Keeping phone, email, and paper as alternatives would have preserved the same fragmented process the portal was designed to replace.

For manufacturers evaluating warranty software, the practical question is whether the platform can become the dealer network's single, usable claims channel - not simply another optional tool.

A few signals suggest a dealer-network manufacturer is in the same position Landoll was in before implementation:

• • Claims volume is growing faster than your team's ability to review them without adding staff.

  • A large share of incoming claims require a follow-up call or email before they can be processed.

  • Warranty exposure is hard to see in real time, and a meaningful share of claims get resolved through goodwill rather than a documented coverage decision.

  • Dealers are submitting claims through multiple channels (phone, email, paper) with no single system of record.
    

If two or more of these describe your process, Landoll's experience shows the issue can be addressed through a structured implementation that has already operated at scale.

Landoll's results depended on more than picking a vendor. A few specific capabilities made the difference between a system that could be made mandatory and one that would have needed to stay optional:

• • Configurable required fields, so a claim literally cannot be submitted without the serial number, failure description, and other information the warranty team needs to make a decision.

  • A dealer-facing portal simple enough that a service center with no dedicated administrative staff can use it without extensive training.

  • Real-time visibility into total warranty exposure, not just individual claim status, so leadership can see accumulating risk across the entire dealer network rather than reconstructing it after the fact.

  • An approval workflow that replaces manual judgment calls with documented, auditable decisions, which is what allows goodwill-driven exposure to fall the way it did at Landoll.

When evaluating vendors, ask for evidence of dealer adoption as well as features. Landoll's results depended on software that was simple enough to use and strong enough to support a mandatory process.