Making sales numbers in a tough market takes focus
To gauge the difficulty of selling transportation services in today’s economy, I called Todd, the carrier operations manager at a large retail farm and ranch store. Todd reported that since the end of 2008, his company has reduced the number of carriers it uses by more than 50 percent and is no longer entertaining bids from small- to medium-sized carriers or any brokerage firms.
Obviously, it will take more than a sales pitch to do business with Todd. Assuming many shippers have initiated similar policies, will any sales strategy work in this economic climate?
Despite all of the technology that shippers and carriers use to communicate today, trucking remains a relationship business. Even in tough times, customers will continue to ship with those they trust, says former fleet executive Dave Ward, now a partner at Pittsburgh-based ThoughtDrivers, a firm specializing in business performance for the trucking industry. Sales and account representatives are the primary facilitator of customer relationships, and your success depends on how effectively they manage these relationships.
First, leadership teams must carefully develop and clearly communicate expected outcomes, measures and incentives for their sales and account reps, Ward says. Leadership must support those expectations with the information and sales processes necessary for the reps’ success.
“What could be more detrimental to results than a rep assigned total accountability for profitably growing and retaining shippers’ business, and not having the informational tools and home office support to efficiently understand and manage the relationship?” Ward asks.
On the other hand, there is danger in having too much bureaucracy and oversight. “If great account reps are akin to racehorses, then don’t saddle them with an ounce more of detail, paperwork or administrative duties needed to achieve results,” he says.
