For the past week I have been reading with great interest the postings on the LinkedIn Sales Management Group.  As of the date of this blog posting, there have been over 40 responses to the question, “What advice would you give a new salesperson”?  The tips offered were so good that I thought I would share a “reader’s digest” version with the followers of this blog. 

As I read these suggestions on a daily basis, I see two sets of users for these tips.  First, new sales reps should study this list and make sure they take action on every item.  Second, sales managers should take this checklist and cross reference it with their current (and future reps) to ensure they maintain a winning team.  Here are my 21 favourite tips for the new rep.

1. Achieve mastery of the services that you sell.
2. Achieve mastery in sales skills.
3. Seek out the top performers on your sales team and learn from them as to how they dress, their work ethic and their communication skills.
4. Understand how your services compare with those of your competitors.  
5. Be a great listener so you understand the needs of your prospects.  There is a good reason why we have two ears and one mouth.  Focus on understanding the needs of your customers so you can solve their problems. 
6. Get to know your prospects before you turn them into customers.
7. People buy from people, specifically people they like and trust.
8. Prospect, prospect, prospect.
9. Learn as much as possible about your customers.  The more due diligence you do up front, the easier it will be to close the sale at the end.
10. Be persistent and consistent.  Success comes from a strong work ethic.
11. Be passionate about your company and its services.
12. Try to sell solutions rather than products or services.  Learn your company’s value proposition and where it fits best.  Sell the value of your solution, not price.
13. Learn early on to distinguish buyers from non-buyers (i.e. lack of mutual fit/interest/resources, etc.).  This will go a long way towards increasing your income and your employer’s income while reducing customer acquisition costs.
14. View yourself as a profit centre.  To be successful, time management is critical.  Spend your time, energy and resources on the most viable opportunities in your sales pipeline.
15. Be ethical in all of your business.  Remember, you are selling your (and your company’s) credibility and integrity.  If you lose your integrity, you have nothing to sell.
16. Invest in yourself.  Continually upgrade your product and business knowledge and your sales skills.
17. At the end of the day, when all of the other sales reps have left the office, make one more call to a new prospect.
18. Acquire a CRM tool and use it faithfully every day.
19. If you are having difficulty in one or more areas of your sales pipeline, this is telling you that you have a weakness in specific areas (e.g. prospecting, obtaining appointments, asking for the sale). Take action to turn these weaknesses into strengths.
20. While the sales job can seem very lonely at times, don’t forget sales is a team sport.  Work closely with your manager and the rest of your team (e.g. drivers, dispatchers) to achieve your goals.
21. Always ask for the sale.  If you don’t ask, you may not get. 

I am sure there are many more tips that can be added to the list.  What advice would you give to new freight transportation sales rep?  I would love to hear from you.

This year’s Surface Transportation Summit will take place on October 16, 2013 at the Mississauga Convention Centre.   Please block out this date in your calendar.  We have some great speakers lined up for this year’s event.

The New Year will be an exciting one that will likely be shaped by the financial talks currently taking place in Washington.  Here are some of the key trends to watch for in the coming year.

1. The “Fiscal Cliff” Crisis may determine the level of the Economic Recovery in 2013

As the year comes to a close, America is facing a number of economic headwinds (e.g. high unemployment and underemployment, mismatch between job skills required/positions available) and tailwinds (e.g. possible rebound in the housing sector, potential revival of domestic manufacturing, boom in energy production, improving household balance sheets). Senior government leaders in Washington are trying to solve America’s so-called “fiscal cliff” that is casting a dark shadow over the economy. The resolution of this crisis may go down to the wire and will likely set the tone for the economic recovery, or lack thereof, in 2013.  Should America’s leadership come to a good understanding on tax increases and spending cuts, this will place the United States and probably Canada on a more solid path to an economic recovery, even if 2013 is not expected to be a year of robust growth. This will help shippers and carriers in all sectors of the economy.  A failure to reach an agreement, a weak agreement or an agreement to push the problem down the road, will put a damper on discretionary spending, consumer confidence and possibly shove North America and much of the world into recession.

2. America’s Energy Renaissance/ Fracking comes to the USA

America is going through an energy renaissance.  Induced hydraulic fracturing or hydrofracking, commonly known as fracking, is a technique used to release petroleum, natural gas (including shale gas, tight gas, and coal seam gas), or other substances for extraction.  Fracking is allowing America to produce increasing supplies of energy just as the Middle East, the world’s leading source for petroleum, has become increasingly volatile. 

It is not a joke.  It is happening out there.  The fact that it is happening caused a tidal wave of comments on the LinkedIn “A Truckload, Trucking, Logistics, Supply Chain, 3PL, Distribution group” over the past week.  Here is a sample of what the group members had to say.

“I have asked for and gotten almost $4.00 per mile on loads from the Central Valley in California to Portland/Seattle. These are reefer loads, not dry, but that's a good rate...unless you know beforehand that IF you can find a load back out of that area you will be turned down for the load a lot of times if you want more than $0.89 per mile.  On that lane you’ve got to get your money going in...you won't get much out of there,” stated one trucker.

An Operations Manager at another trucker stated, “As someone who has been in this business a long time, I really don't see how $ 3.00 - $ 4.00 a mile rates would be considered greed. The cost associated with transportation - insurance , fuel , equipment, taxes, maintenance have all increased about 4- 5 times over what they were 25 years ago while the rates in most lanes have remained pretty much the same. Brokers are taking a bigger cut in most cases, not all.  Generally 8- 10%, used to be the norm”.

“I guess it depends on the load itself” stated a Transportation Planner at a Freight Agent. “Shorter miles equal higher rates. Some carriers are just plain greedy, but then some are working the negotiations, asking for higher rates knowing they will have to take less, but hoping to find a happy medium”.

A sales person/dispatcher at a logistics company provided these insights.  “See, these are longer miles between 950 miles to 1150 miles. . . I am all about paying a carrier a fair rate, offering more than the bigger brokers, but to pay $3-$4 per mile is outrageous . . .

Freight rates are on the rise in 2011. These increases are being driven by a broad range of forces including tightening capacity, driver shortages, increasing fuel costs, government regulations, improved carrier costing systems and cost increases.   To mitigate these increases, the onus is on shippers to do everything possible to skilfully manage their freight programs.

In 2006 I wrote an article entitled “It’s all in the Numbers”. In that piece I highlighted the need for shippers to manage their freight data effectively. Detailed, quality shipment data can allow shippers to identify consolidation opportunities, to address chronic operational inefficiencies that result in accessorial costs, to highlight “maverick” spend (e.g. carriers being used that are not listed in routing guide) , to rectify the use of use higher cost modes and to create opportunities to construct round trips and triangles.

Five years later, these issues are still prevalent with many shippers. In fact, the situation has become even more acute. As business volumes increase, smart carriers are focusing on yield management, the process of maximizing profitability on every lane. Shippers that are paying rates below market levels are being targeted for rate increases or risk being “fired” by their carriers. As reported in last week’s blog, manufacturers are also facing increased pressure from large retailers to convert their prepaid programs to collect and let their customers manage the carrier relationships.

Shippers with poor quality shipping data and inaccurate freight cost data place themselves in a vulnerable position. Here are some things to look out for.

Freight Density