Businesses often overlook the importance of good communication, both within the organization and externally. Dave Dallas, Chief Marketing Officer and President, Brokerage Division, explains why executives need to pay attention to the discipline.
Referrals are the easiest sales you’ll make. It’s your job to tell a purchasing manager that Sunteck offers the best service available; that’s what he expects you to say. But when he hears it from a fellow purchasing manager then that’s something entirely different.
Always ask for referrals! Asking for referrals is the difference between middle-of-the-pack sales agents and star performers. And yet sales agents are usually terrified to ask for referrals. Don’t be timid. In our business, you have to ask for what you want. If there’s not a competitive reason for a satisfied customer to object to giving you a referral, then they will about 70% of the time. Always start by asking for referrals within their own company, on-site and at different locations. Then, (while on the same visit or in later calls) branch out and ask for referrals to businesses in the area where they might know a decision-maker.
When asking for a referral, try and get this information: company name, contact name, new contact’s title, what they ship, address, telephone number, and how your client is acquainted with the referral.
I always ask the customer if he’d mind calling the referral for me. Often your customer will decline, so at this point you should ask permission to use their name when making the call yourself. I’ve only been turned down twice in my career on that request.
Never pass up the opportunity to give referrals to your customers. When you refer someone, be sure your customer mentions your name as the source of the referral. Be explicit. Say, “Give Mark a call, and please tell him that I referred you.” In many cases, you should even call Mark and let him know that a referral will be calling him. Remember the next time you speak to Mark to ask if the referred person called and how the situation turned out.
You can use testimonials instead of referrals. When you call on a prospect who was not a referral, then use testimonials in place of a business associate of his who would have referred you. Use testimonials to support your claims. Pick out the testimonials you will use in your presentation prior to each sales call. Use testimonials that are from companies that have similar transportation needs, ship or receive similar products, and are close to the same geographical location.
After receiving a compliment from a satisfied customer for a job well done, ask right then for a testimonial letter—they’re worth their weight in gold.
Using referrals and testimonials in your presentations and qualifying calls sends and reinforces the message that it’s a good business decision to trust you and Sunteck. Others have trusted you with good results.
People like working with a winner. In many ways it makes them feel like a winner too.
When you demonstrate your successes you make the customer more comfortable with their decision to buy from Sunteck. Send letters and articles to your customers and qualified prospects announcing your successes, like winning an award for outstanding sales results. The purpose of the letter is not to brag on yourself, but rather to thank your clients for their business and to make it perfectly clear that the only way you achieved this goal was by helping your customers achieve their goals.
Ask every prospect you meet for referrals, and ask every satisfied customer for a testimonial letter. If they don’t have time, offer to type up their comments and then get their signature. You’ve got nothing to lose and everything to gain – ALWAYS ASK!
Repeat business and referrals are the two biggest keys to long-term success in transportation sales. You can ensure long-term growth by paying more attention to service.
“You can’t build a reputation on what you’re going to do.” – Henry Ford
In the trucking industry, a lot of credit is given to a salesperson who is a proven closer. That has always been my reputation – a guy who always asks for the sale and expects the customer to say “YES”. Being known as a “Closer” is a big compliment. The only downside, as far as I’m concerned, is the negative connotation of the word Close. I appreciate being recognized as a Closer, but I think it’s more accurate to call what I do Confirming the Sale. Whatever you decide to call it – there’s no magic to confirming the sale. Right from the initial approach to the very end of your presentation, bit by bit, you should be confirming the sale. It’s when you find out if you did your job properly. I go with my instincts. I close the sale when my customer lets me know it’s time. Closing or confirming the sale is the most natural thing about selling. It’s the only reason for your job. Confirming the sale should be automatic. Don’t hesitate to ask a shipper for his or her business. The only time you shouldn’t be outwardly confirming the sale is when you’re on the fact finding call, and even then there will be a series of opportunities for minor closes that prepare your prospect for your next sales call.
You have to have complete confidence in your ability to close the sale, if not, the prospect becomes consumed with doubt. The prospect can sense when it’s time for you to confirm the sale, and it’s up to you to ask for the order. He knew you were a salesperson when he agreed to see you, and if you lack confidence to ask for his business, he’s going to lack confidence in making a decision. It’s like driving onto a car lot, walking the entire lot looking at each car, and never having a salesperson approach you.
Confirming the sale is simply demonstrating a confidence that you’re ready to provide the prospect with the service that he wants. When the prospect feels comfortable with you in this regard, it’s time to say, “Okay, when are we going to handle your first shipment?”
It’s contagious. When you confidently ask for the prospect’s business, the other person becomes confident too. The prospect should feel like it would be a mistake not to act. It’s only when a salesperson is full of doubt himself that people hesitate and feel as though they’re being put under the gun to make a decision. Hesitation is as contagious as confidence.
Your sales presentation should be smooth. The close should have a rhythmic flow that naturally blends in with your proposal so that the prospect is unaware of a precise moment when he can think, ‘Ah, now he’s putting pressure on me to buy.’ Pressure selling is outdated and counterproductive. People who make decisions on who to trust with their freight are resentful of a sales rep who tries to stuff their transportation offerings down their throats—the buyer will resist such pressure.
“I’m the world’s worst Salesman, therefore, I must make it easy for people to buy.”
– F.W. Woolworth
Ask for the customer’s freight. At the very least ask for a trial shipment. When an attractive transportation solution is properly presented to a prospect, it becomes obvious that the prospect’s problem can be solved. Therefore, there’s a built-in urgency to go ahead and switch to Sunteck as their carrier of choice. It’s a matter of demonstration that your proposal is so cost and service justified from the customer’s point of view that as a prudent business person, he or she readily recognizes the value that Sunteck offers. When you accomplish this, the prospect is ready to sign.
One technique that I use is the minor-major close, a method of selling used by many successful transportation sales specialists. The premise of this close is to avoid asking a prospect to make a major buying decision. Instead, I ask a series of relatively minor questions to which the prospect can easily answer yes. It’s often easier for the customer to make several minor decisions than one major one.
Instead, I ask easy questions that require little thought to answer, such as:
• Would you like me to send a letter and routing guide to your vendors?
• Would you like a monthly detailed report of all inbound and outbound
shipments?
None of these questions are hard to answer. On the other hand, imagine the difficulty a prospect would have when asked, “Will you give me all your shipments to your biggest customer effective today?” There’s too much anxiety created by that question. Most prospects would have trouble saying yes to a closing question like that.
As previously explained, most people simply don’t like to make major decisions. They don’t want to risk making a mistake, so they tend to procrastinate. However, it’s not difficult to make up one’s mind about things that are relatively insignificant. Sometimes the least threatening question and the most effective is, “How about giving Sunteck a try?” It’s an effective request for business that gives the customer a chance to test your service.
The odds for success are in your favor if you close the sale while the prospect is still hot. Some people simply cool off. The best time for them to make buying decisions is while all of the facts are fresh in their minds, and that’s immediately after you’ve presented an explanation of your service. The more time that expires, the less people’s memories retain what you’ve told them. They can’t remember the reasons why they need Sunteck, and in some cases, how to use our service (dispatch phone number, lanes where we’re strongest, etc.). But they do remember how much it costs. With each day that passes, they remember less and less about your service and its benefits and simultaneously the price seems proportionately higher for the benefits they think they will get. For this reason, you should confirm the sale during the presentation call.
The longer a customer has to think it over, the lower the odds become that you’ll make the sale. I go with the odds and always make a strong attempt to close the sale while eye to eye with the prospect.
I confirm the sale bit by bit throughout the presentation. Relatively early in the presentation I let the prospect know that I expect him or her to make a decision at the close of my presentation.
It’s important to bring up again that you must make sure all decision-makers will be present before you make your sales pitch. When I call to set the appointment for my presentation, I always make it clear that whoever is necessary to make a buying decision should be present. Sometimes it’s the VP of sales, Purchasing manager, Traffic manager, Maintenance supervisor, Comptroller, or maybe even the CEO. Because I’ve prepared them in advance, I’m rarely told at the end of my presentation, “I need to talk it over with….”
Ask for a customer commitment at the appropriate time—after you’ve done a good job of probing, exchanged information about the customer’s needs, and shown how your service can help meet those needs. Then the customer and you are ready to make a decision about how to close the sales call and what steps should be taken next.
One of the best times to confirm is when you get a clear signal of the customer’s readiness to commit. The signals that successful salespeople look for include:
• A smile, nod, or expectant look.
• A clear statement of satisfaction, such as “That sounds like what we’re looking for.”
• A statement that shows the customer wants to close, such as, “What’s the next step?” or “How do we proceed?”
• Questions about hours of dispatch support, costs, etc.
When you get these signals, it’s important to recognize them and not try to discuss other things and miss the moment to ask for a commitment.
Do not oversell! Some salespeople enjoy a successful close so much that they want to hear it again – even if it re-opens the door to a “NO.” When the customer says yes – you should SHUT UP! The sales pitch is now over. You and the customer are now business partners. Do not oversell. Learn to take YES for an answer.
I’ve made sales calls with dozens of successful sales people and every one of them is unique. Each one closes or confirms the sale in their own way, but there are some recurring techniques. While you may have found certain closes work better than others, that shouldn’t deter you from using a variety of closes or confirming techniques, depending on different situations. By learning the ten closes listed here, you’ll stand a better chance of getting more sales, more often, from more accounts.
1. “IT COSTS TOO MUCH” CLOSE
Emphasize the benefits you know the prospect finds irresistible. In the following script, the sales agent uncovers low freight costs as one of the prospect’s hot buttons and emphasizes that the more expensive transportation solution will actually save him money in the long run:
Prospect: “I like your service, but it costs too much.”
Salesperson: “It costs too much? Most carriers who are cheaper than we are more frequently damage freight, deliver late, and miss pick-ups. Our service is designed to eliminate those headaches for you and your customer. Obviously, that will save you money, and increase future business from your customers who’ll be more satisfied.”
2. THE “WHAT YOU REALLY WANT CLOSE”
Help the prospect see themselves using your service. Speak to them as though they already use it, and tie in a hot button benefit to its use: “When you use our next day service to Dayton, after only a few shipments you’ll notice that your customers are happier that they’re now receiving their shipments when they were promised. Then you can move on to something else, and quit wasting ten hours a week on trying to fix your Dayton problem, and that’s what you really want isn’t it?”
3. THE “MINOR-MAJOR” CLOSE
The Minor-Major close builds a chain of affirmative answers to questions you ask to help lead the prospect into saying yes to the sale. To put the prospect in the habit of saying yes, ask questions you’re sure will get affirmative answers:
Salesperson: Do you believe in giving your customers great service?
Prospect: Yes.
Salesperson: Do you agree that meeting your customers’ shipping deadlines and requirements improves your chances for future sales?
Prospect: Yes.
4. THE “IF I CAN” CLOSE
The “If I can” close uses the prospect’s questions and comments to help you get them to buy if you can provide what they want. Instead of immediately assuring the prospect that you can meet all of their wants and needs, ask them if they’ll buy from you if you can…:
Prospect: I need a carrier who can guarantee deliveries to O’Hare by 3:00PM.
Salesperson: If I can guarantee deliveries to O’Hare by 3:00PM, would you give us a try?
5. THE “GIVE US A TRY” CLOSE
If the prospect is waiting for an invitation to buy, give him one. Make a persuasive argument for choosing Sunteck, including the reasons why the prospect should buy, then invite them to do it. Say, “Why don’t you give us a try?” or “Would you like to get started right away?”
6. THE “TESTIMONIAL” CLOSE
To build credibility and reassure the prospect that he’s making a wise decision, tell him about the success other companies have had with Sunteck. Collect letters or stories and share them with your prospect to settle buying anxiety:
Prospect: I’m not sure this will work with the way we currently handle your traffic needs.
Salesperson: These companies use our service and they’ve had fabulous results. “You will, too.”
7. THE “ALL THAT” CLOSE
To use the “All that” close, simply reiterate the client’s needs and wants, and how your service satisfies them: “From what you’ve told me, you want a carrier who will pick up by 7:00AM in Atlanta and deliver by 6:00PM in Birmingham. Sunteck can do all that. This is a service that we have experience with, and this would fit your needs perfectly. Don’t you agree?”
8. THE “BEN FRANKLIN” CLOSE
Since few salespeople can offer prospects the perfect transportation service, it’s often difficult to overcome every one of a buyer’s objections. When an unanswered objection stands between you and a sale, make a list of benefits vs. objections (Just make sure that the benefits far outweigh the objections) and present them to your buyer and say, “As you can see, the reasons for buying outnumber the reasons against.”
9. THE “REVERSE” CLOSE
The reverse close turns prospect’s reasons why they shouldn’t buy into reasons why they should buy. When your prospect voices an objection, think of a benefit to that objection: “That’s the very reason why you should use Sunteck.”
Prospect: Your price is too high!
Salesperson: That’s the very reason why you should use Sunteck. The slightly higher price buys you a higher quality, faster response time and a safer transportation service that will save you money on damage and shortage, and will result in more repeat business from your current customers.
The more closes you know, the better you’ll be prepared to face that moment of truth at the end of your presentation. With so many effective ways to confirm a sale, odds are you’ll be able to choose the appropriate one to confirm a sell on your very next call.
It’s no secret why you’re making the call in the first place. And, it’s no secret why your prospect is listening. He knows you’re there for the purpose of selling him your transportation services. He’s listening in the hope that you’ll make his job easier and the performance of his job more efficient.
Be a closer (confirmer). Your main objective is to get new business. At the end of the presentation, a real sales professional will confirm with their prospect that they’ve done a good job. That confirmation will come in the form of a sale.
Never give up and never give in.
Go for the Close!
Take control of the sales call, especially on the subject of price. If you can change the customers pre-conceived notions in the first five or ten minutes, then you’ve won the biggest sales battle of all. Right up front, I make it clear to the prospect that the sale won’t come down to a wrestling match over price. I quickly and firmly set up an alternative framework for making a deal. If price isn’t going to be the issue, then what is? You must sell value-added. To me, that means selling exceptional service and customer support. Often, I have to close the deal on the strength of my personal commitment to my customers and the quality of service provided by Sunteck.
Never concede that Sunteck’s service is just like our competitors. Once you do, you give away your competitive edge and ability to differentiate your service, and therefore, to receive a higher price. The worst sales pitch I’ve ever heard was a freight rep whose presentation was built around the line, “Our service is just like Best-Competitor Trucking, only we’re cheaper.” The job of all Sunteck sales agents is to know how and why our service is different, why that difference is important to the customer, and how to effectively communicate the importance of those differences. Your customer will pay you a premium price if you’re a better choice for his career and his company’s success. Once you prove your service is better, price diminishes as an issue. Prove to the customer that Sunteck pays greater attention to customer needs, quicker response time when dispatching their pick-ups, hassle free service, less paperwork, accurate billing, few damaged or lost shipments, etc.
Sunteck customers don’t buy based on price. They really don’t. They sometimes believe that they do, and they almost always tell you that they do. We’ve all been guilty of telling little white lies, and your customer is no different.
When the customer tells you that he can get the exact same service to Philadelphia by using a competitor, the first thought you should have is: Can he really get the same service? The answer is “NO” 100% of the time. No two companies operate exactly the same. The service may be similar. But it will never be exactly the same. The slight difference in service may be unimportant on nine out of ten shipments, but the consequences may be disastrous on that one shipment that delivers at 3:00PM instead of noon. In this, and almost all instances, your customer is receiving services that are similar but not identical. Sometimes these slight differences in service levels won’t matter, but often they will. It’s your job to point out why the slight differences matter.
The business highway is littered with out-of-business transportation companies who thought lowering price was a way to increase profits. Refuse to be part of the problem. Anyone can offer the customer the lowest price.
It takes a sales professional to sell a service that’s higher priced than most of his or her competition.
When a prospective customer tells you that Sunteck’s prices are too high, you should say, “Of course we’re higher than those other guys. That’s one of the reasons why I’m proud to work for Sunteck. Let me tell you why we charge what we do.”
And then, tell them with confidence exactly why we’re higher. Your price makes a statement about your service. A cheap price makes the statement that your service is also cheap. A high price sends the message that your service is of high quality. A customer can’t argue with success. Let them know you successfully sell at these prices. Point out that when price can’t be negotiated, each customer is treated equally and fairly. The goal is to help Sunteck devise a fair pricing system, and then uniformly offer that price to customers with similarly classified goods and who ship similar quantities.
One great idea that can differentiate you from your competition, and which also justifies your customer paying a higher price, is partnership selling. Your partner could be almost any of your co-workers, but I suggest that your partner be your sales coordinator, a fellow sales agent, dispatcher, or the customer service agent who handles your customers. I’ve even gone as far as having my sales assistant’s name and telephone number printed on the back of my business cards. I explain to my customers our unique partnership. Because of our partnership, one of us will always be available to take his or her calls, work with the customer on unique shipments, handle service failures, provide overall great service, and of course answer any and all pricing questions. Selling a customer is the easy part. Keeping a customer is more difficult. Partnerships always justify a higher price. Sometimes a partnership situation might be all you need to sell a customer on a higher price.
No matter how skillfully you develop your value-added sale, you may still have to negotiate price in order to close. For some Traffic and Purchasing managers haggling is an important part of their job description or at least a necessary prelude to doing business.
Explain to the prospect why other traffic managers for other companies have bought at your higher rates. Be sure to emphasize how Sunteck’s service will help him, his company, and their customers. Explain the economics of pricing and then go for the larger order. Discounts should only be offered when you receive a large number of shipments to justify the lower price. Be as persistent as your customer. Assert “Far more shipments are needed” to receive that discount.
There’s always the customer who says, “I can do better. Dave’s Trucking gives me a 40% discount.” Never rely on a customer’s word that “Dave’s Trucking” has cut your price. That’s when I ask to see a bill of lading. If the customer is not telling you the truth, he’ll refuse to show you the bill. But, let’s say he does show you the bill of lading, and it does represent a 40% discount off of a comparable tariff or rate. That’s when you tell the customer that Sunteck is better. Period. I tell the prospective customer that Sunteck and its transportation solutions are better and warrant a higher price. Point out your competitive edge, special services we offer that adds value and cost, and any unique selling points. This is a great time to use testimonials. An example of a value add service is our in house cargo claims department.
What if the prospect looks you straight in the eye and firmly says, “I don’t have time to listen to your whole sales pitch. I know all about Sunteck. Just give me my discount.” Some traffic managers use this tactic to unnerve you into giving them a big discount at the onset. The main purpose is to take control of the sales call away from you. I turn around and use the same technique. I say, “Can you make a firm commitment right now?” or “Will you sign a routing letter to go to all of your vendors designating us as your carrier of choice effective today?” Take control and do your job. Don’t let the prospect plow you over.
For most customers, seeing is believing. My point (and my value-added position) is driven home when customers know that I mean business. You gain credibility by making it clear that while you’re eager to win their business. You are offering them a fair price for the service Sunteck provides and you’re not about to cave in at the first sign of price resistance.
Over the years our industry has been inundated with competitors who wielded discounts like deadly weapons, usually injuring their own business most of all. The best way to survive a price-cutting fool in your territory is to keep your cool and wait them out. Keep playing by our rules, don’t play by his.
Never let the cheapest guy in town determine your price!
Remember that you could hurt Sunteck’s ‘image’ if you cut the price of your service. Be prepared to sustain some loss of business. Keep your core customers happy, those who abandon ship for cheaper rates will eventually come back – and maybe you can get a price increase when they do return.
We already have too many salespeople in our industry who’re willing to cut their rates at the drop of a hat. Don’t join that crowd. Treat your customers fairly and expect them to treat you the same way. The price should be a direct reflection of your services worth. Remember, it’s you, not the customer or your competitor, who determines your price.
If it weren’t for objections everybody would be in sales. Without objections there’d be no need for companies to pay big, fat commission checks. So, while none of us likes objections, we must accept them as part of the business and make sure we know how to overcome them.
Your main goal when faced with an objection is to turn the objection around into a reason to purchase our service. If a prospect raises the ever-popular “Your rates are too high” objection, counter it by saying, “Our prices accurately reflect the value you’ll be getting from Sunteck. And good value is important to you, isn’t it?”
Occasionally you’ll run into a prospect in the traffic or purchasing department who’s sure he’s seen everything there is to see regarding freight companies. In other words, he’s seen it all. You might hear, “Get right to the bottom line and show me your rates?” Generally, all this person really wants is attention, and to show you how much he knows about our industry. Recognize his expertise and give him all the attention he craves. This is always a better way to handle a tough customer than to put him down. With compliments and kindness you can eventually win him over, or at least wear him down.
“Sales are contingent upon the attitude of the salesman, not the attitude of the prospect.”
– W. Clement Stone
People love to buy but hate to be sold. Objections are inevitable. Not only should you expect objections, I think you should welcome them. An objection is a positive part of the sales process. A purchasing VP who gives you an objection is listening closely. They’re considering buying your service to solve their transportation problems. And most importantly, their objection gives you an opportunity to answer the objection and add one more good reason why they should buy from you now.
Expect objections, but never create them. Prepare a list of the top ten objections your customers and prospects have had with all their motor carriers in the past and then prepare two or three appropriate responses to answer each one.
When faced with an objection, first restate the question or statement.
Give the prospect an opportunity to confirm your understanding of his objection, and hopefully your prospective client will give additional reasons for his or her objection.
Clarify the objection.
Remember this is not a contest. Nobody should win or lose. This should be a conversation where two people are answering questions and gathering information.
After you’ve re-stated the question, and clarified the objection, and you’re sure you understand the objection fully, then answer it. Don’t just handle your customer’s objections, instead answer them. Answer the objection head on, honestly, simply, and succinctly. Handle objections early and often. A direct approach to handling objection guarantees greater sales results.
The right questions at the beginning of your presentation can help prevent objections at the end of it. For example, ask questions to confirm that your prospect has the authority to make a decision by himself to make sure you don’t hear, “I need to talk to Mr. Anderson about this,” right before you’re ready to close.
Be careful about what you say when faced with an objection based on one of your competitor’s services. I handle a prospect’s question, “What makes you think your truckload service to Akron is better than XYZ Truckload Carriers?” by responding, “I’ve never been a customer of theirs. I can only tell you what our customers say about Sunteck’s excellent service to Akron. I can be very specific with you about what Sunteck’s services are like. Then it’s up to you Mr. Prospect, to make a comparison.”
If I’m told that another carrier is also presently under consideration and asked to give an opinion of them, I reply, “It’s a fine company. The key is for you to determine who can give you the greatest value. Who’s going to help your bottom line? And when you run into difficulties, who is going to be there to solve your problems? I am. I’m the person who’s going to provide all of that for you. Through me and my access to all of the resources within Sunteck, we’ll get the job done.”
If you worked for a company that offered objection-proof service, you’d have no competitors. Every transportation company in the country has a shortcoming or limitation. If your prospect finds it, don’t try to prove him wrong. The fact that our service isn’t perfect doesn’t lower its potential value to the prospect, but the fact that you acknowledged the objection’s validity might help you build trust and rapport. Admitting our service’s imperfection also helps give the prospect a sense of control that may reduce his fear of making a buying decision.
When possible, let prospects answer their own objections. Sometimes you can stop an objection in its tracks by asking, “Could you tell me why you feel that way?” If your prospect can’t answer, then you and the prospect know the objection has little or no validity. If your prospect does answer with a more specific objection, you have a chance to eliminate it and move one step closer to the close.
Buying decisions are risky for your prospects. Choosing the wrong carrier can be harmful to the prospect’s career. Objections are the only way they have to help make sure that risk will pay off for them. If you can eliminate those objections, you’ll help provide the reassurance they need to say yes.
Be sure to focus your presentation. Only after I spend considerable time conducting a consultative/fact-finding session do I present Sunteck’s services. Thorough research and questioning should give you an idea of your prospect’s logistic problems and the solutions you can provide. Tailor your presentation to suit each individual company and focus your presentation on the benefits—not features, that Sunteck has to offer. Before making the presentation ask yourself: what kind of presentation will convince the prospect to buy (analytical? logical? emotional?), then model your presentation to match them.
“Samson killed a thousand men with the jawbone of an ass. That many sales are killed everyday with the same weapon.”
Know your audience. Make absolutely sure that all the important decision-makers are in attendance. You’ll want as many VIP’s involved as possible to see your presentation of the quality transportation services that Sunteck offers. When possible, be sure to include the traffic manager, purchasing manager, maintenance supervisor, VP of sales, and anybody else involved in the final decision. Include the CEO or President of the company whenever possible. Be sure you know their level of expertise about the transportation industry, Sunteck, and their company’s shipping needs. Use terminology appropriate to the attendees’ knowledge of the transportation industry.
Prepare a presentation folder for everyone who will be in attendance. Since we’re selling an intangible service; this presentation folder will have to suffice for your product demonstration.
I only present the services that Sunteck offers which apply to the prospect’s needs that I uncovered on my consultative call. I stay close to my customers, and if their needs change, I make a new presentation based on their new needs. This way I don’t waste their time or mine. It also eliminates confusion.
Even in your sales presentation you must remember to be a good listener. Being a good listener generates confidence, and demonstrates sincerity in your desire to understand the prospect’s needs. During the fact-finding session, I let my prospect talk as long as he wants. It’s simply a matter of respect for the other person to let him have his say. Unfortunately, too many transportation salespeople forget to extend this basic courtesy during their sales presentation. Listening can’t be emphasized enough.
Most salespeople who are successful in our industry are strong supporters of concept selling. Consequently, each devotes a major portion of their presentation to securing agreement on the need that their particular transportation solution fills before specifically focusing on the nuts and bolts of how they move the prospect’s freight. We sell an intangible service, so we can’t actually give a demonstration (you can’t physically take the prospect along with their shipment on a Sunteck truck from their dock to the consignees dock – you can only describe what happens). The product we sell is nothing more than a promise – a commitment to the customer to move his or her freight when we said we would, at a reasonable price, with no damage.
The final phase in the presentation of a complicated sale to a large shipper, with several locations, might involve making a formal proposal, complete with a PowerPoint presentation, or flip charts and slides. Included might be a projection of cost savings, a plan to educate the customer’s shipping personnel, guaranteed or example supportable pick-up and delivery times, and special billing agreements. In short, the prospect is told, “I’m going to lay out the exact series of detailed events that will take place, complete with all service standards and procedures.” The prospect knows exactly what to expect, and because there will be no surprises, he or she will feel comfortable doing business with Sunteck. When presenting Sunteck’s shipping services to a group, always stand at the head of the table. Create a classroom atmosphere. Be the instructor, not ‘one of the gang.’
An even more difficult scenario than a group presentation for controlling the sale is selling over the telephone. Telephone selling offers no eye contact nor can you employ facial expressions or body language to help get your prospect’s attention. You also don’t know what distractions may be going on in his office while you’re trying to sell him. Never sell on the phone. You can agree to take a shipment to help the prospect out, but don’t attempt to sell him over the phone. Also, don’t give a discount over the phone. Make time to see the prospect in person; it serves him better, and protects you and Sunteck. Phone selling is for telemarketers, not for highly paid and highly trained sales agents. The consequences are obvious when a salesperson loses control of the conversation on the telephone. The prospective client can become distracted by other matters in his office and end the conversation. In a split second he can cut you off. In general, people’s poorest manners surface both more quickly and more frequently on the phone than when you’re face to face with them.
Psychologically, the most memorable parts of sales presentations are the beginning and the end, so they deserve special attention. Engage the prospect from the beginning and get to the point quickly with an imaginative opening that showcases the most important benefits of using Sunteck. Use your conclusion to summarize the key points of your presentation. As you plan it, ask yourself what lasting impressions you want to leave your prospect with before you finish and ask them to choose Sunteck.
“It’s not your customer’s job to remember you. It’s your responsibility to make sure they don’t forget you.”
– Patricia Fripp
Practice, practice, practice. Increase your odds of closing more sales by practicing your presentations. After you’ve made sales presentations, they become practice sessions for presentations you’ll give in the future.
Collect the ideas you’d like to suggest or selling points you want to make; then organize them according to your purpose and the needs of your prospect. Give your words greater credibility by backing them up with data or testimonials. Keep your words as simple and direct as possible; use active, not passive language; and vary your tone, volume and pitch to keep the prospect interested. Illustrate your words with examples and interesting stories to add color to your presentation.
Lastly, get to know everything you can about the transportation business – Sunteck – as well as the competition. Make sure the prospect realizes that you’re an expert. When you demonstrate how much you know about your industry, you’ll gain the respect of your customers and prospects. When people believe they’re dealing with an expert it’s a lot easier to close the sale. Most customers want you to advise them. When they realize that you have a great knowledge of the transportation industry and of available carriers, then they’re happy to let you take control. You become their consultant. It’s when a salesperson doesn’t know as much about the transportation industry as his or her prospect that people resent a strong sales presentation. However, there’s no doubt that traffic and purchasing people are better informed today than they’ve ever been.
The best way to make a compelling sales presentation is by demonstrating that you’re an expert in your business as well as his. When you exemplify excellence in your sales presentation, the customer is eager to find out what you can do to offer solutions to his or her particular transportation problems.
To make the best presentation possible, you must have conviction in the services you’re there to sell. A customer instinctively knows whether you believe in your service. If you do, they in turn will believe in you. Only then can you make a sales presentation that turns into a sale every time.
“Every sale has five basic obstacles: no need, no money, no hurry, no desire, no trust.”
– Zig Zigler
I’m a big advocate of consultative selling. But before I tell you how great I think the consultative sales approach is, I want to warn you of the negative impact this type of selling has had on some salespeople. Some sales reps visit a customer two or three times, ask them every question they can think of except the most important question of all – asking the customer to buy their service.
If on the second call you don’t ask for the shipper’s business, it then becomes a social visit and not a sales call. You can and should qualify the customer and re-visit their needs on a regular basis. If they’re qualified to buy and you don’t offer Sunteck’s help, then you’re doing them a disservice. On the other hand, if you keep calling on a customer who’s not qualified, you’re stealing time and money from yourself. Be sure after you’ve made a consultative sales call that you follow up by asking for their business.
Treat all your sales work as a consulting assignment. Consultative selling turns salespeople into experts and clients into partners. When you first meet the prospect take your “sell” sign down for the majority, if not all, of your first call.
The best salespeople are professional problem solvers. We’re in the business of solving transportation problems. But you have to know and understand the problem first before you try to solve it. You have to be willing to walk in the door without any preconceived notions as to how best to solve the problems identified.
Since you sell to other companies, you should consider yourself in the business of solving profitability problems. That’s the key concern you’ll ultimately be addressing: how to increase profitability. Everything you do should eventually lead to the goal of the clients’ company increasing its level of profitability. If you can’t break your sales efforts into solutions that help the customer, you’ll either base your sales on manipulating others or fail to persuade prospects that you’re offering anything of value.
On every sales call, be the student, because you really are. In real estate, they say it’s all in the location. In transportation sales it’s questions, questions, and more questions. You’ll be surprised and sometimes shocked at what a customer will tell you.
Not only is the consultative sales approach effective in finding the correct sales solutions, it’s also very helpful in eliminating people who are not potential customers, thus saving you time in the long run.
Even though it’s okay to call an initial visit with a customer a qualifying call, don’t only make the call to qualify. Make the call primarily to learn.
Sales listening is patient listening. Don’t anxiously wait for an opportunity to jump in and solve all the customer’s problems right away. After I ask a question I shut up and allow my prospect to speak. Sometimes I wait for several minutes. I don’t feel threatened by the silence. Most salespeople can’t stand a pause in the conversation. Take a deep breath, relax, and listen. Some prospects want to be listened to more than they want their problems solved. If a client or prospective client has had a bad day, let them talk about it. Don’t try to stop them. Once they lighten themselves of their burdens they can better concentrate on Sunteck’s services.
Everyone is so busy that asking for someone’s time is a big request. A prospect that agrees over the phone to give you a ten-minute appointment will give you an hour in person once you establish value. One of the best ways to establish value is to show that they are important and that you recognize that fact. People love to talk about themselves, their jobs, and their companies. Encourage them to do so.
“Pretend that everyone you meet has a sign around their neck that says MAKE ME FEEL IMPORTANT. Not only will you succeed in sales, you will succeed in life.”
– Mary Kay Ash
Transportation salespeople who have been in our industry for a long time should re-visit how they qualify and maintain accounts. It’s easy to start believing that you possess all the answers. Too often we make assumptions based on outdated information. Visit accounts often and ask questions. You never know what changes might have taken place since your last call until you ask.
Take notes! Taking notes during your meeting with the prospect can be one of your most powerful sales tools. It will reinforce the reason you made the appointment in the first place: to learn more about the prospect and his company’s transportation needs.
Taking notes helps you listen. There’s something about holding an empty notepad in front of you that makes you pay better attention to what is being said. It also makes it more difficult to miss important points.
Taking notes puts you in a position of authority. You can also glance at notes and questions you prepared prior to making the sales call. Taking notes will also encourage the prospect to open up. Taking notes sends strong positive signals to the prospect. It says, “I’m listening to you. I won’t forget. I’ll use the information you’re giving me to find solutions when I get back to my office.”
It’s a fine line between asking questions that will help the prospect solve their transportation problems, and a cross-examination. Be sure your prospect feels at ease. Be natural. The consultative sale should be a comfortable two-way conversation.
Never waste the prospect’s time. That may seem like an obvious point, but many of your competitors never know when to get to business, or for that matter, even when the appointment is over. There will come a point when the customer will be ready to move past the small talk, and usually it’s quicker than you might think. Your contact, like most of us these days, is short on time. Most traffic managers, purchasing managers, and other decision-makers you call on appreciate you getting to the point. You can tactfully do this without jeopardizing the emerging relationship.
First, give the prospect a reason he or she should answer your questions. Second, make sure everyone involved in the decision making process is present if at all possible.
Salesperson: “We currently work with General Motors, ASW Technologies, and (use your own local examples of similar companies) in several areas to improve their service while reducing their costs! I feel there’s a good chance we can do the same thing for you, but I’m not sure yet. Do you mind if I ask you some questions?”
The prospect expects to answer questions and they’ll give you their permission to proceed.
Salesperson: “At most of the companies I’ve mentioned more than one person was involved in carrier selection. Are there any other people here that would be involved in this decision?” (If NO, proceed on. If YES, obtain their names and ask if they could also be present). Next, move on to your questions.
The following list will provide you with good examples of questions that you can adapt to your sales presentation. Know the questions you’re going to ask before you arrive at the customer’s desk. The list below is provided to stimulate ideas that will help you customize your own list. The information you collect from the customer’s answers will increase your chances of putting together a great proposal after you’ve made the consultative sales call.
1. What does your company do? Manufacturing? Distribution?
2. What do you ship? In what quantities? Expedited? Air? Truckload? LTL? Intermodal?
3. What commodities do you ship?
4. Where do you ship? Intrastate? Interstate?
5. What are some of the cities you ship to?
6. How often?
7. What service level is required? To where?
8. How is your product packaged? Skidded? Banded? Loose?
9. Average weight?
10. What is the normal pick-up time? What unusual pick-up requirements do you require?
11. Are your shipments normally prepaid? Collect? If so, what percentage?
12. What are your average monthly freight transportation costs?
13. Who’s handling these shipments now?
14. How long have you used them?
15. Do you have any vendors that you receive products from on a regular basis?
16. Who chooses the carrier that handles those shipments?
17. Where are those vendors located?
18. What commodities are they?
19. What is the frequency of those shipments?
20. Who’s handling those shipments now?
21. How long have you used them?
22. What percentage of shipments is routed by your customers?
23. How do you feel about your current service?
24. How do you feel about your current pricing?
25. What would you like to change about your current carrier’s pricing?
26. What is most important to you: service, carrier stability, technology, or something else?
27. Why?
28. How do you rate carriers? How is the rating communicated to the carrier? How often?
29. What are the ratings of the carriers you use today?
30. If you could change one thing overall about your current logistics provider, what would it be?
31. Does this problem lead to… (Build up problem with multiple implications / need pay-off questions)?
32. Would you change anything else?
33. What would cause you to begin using a different 3PL or carrier?
34. What is the volume of your cargo claims? Do you experience any frequent service failures?
35. Would you be interested in our EDI capability?
Last, but not least, be sure to wrap up the appointment by asking for the next appointment, and by getting a positive response on a trial close. It should sound like this:
Salesperson: “Mr. Smith, I’ve learned a lot here today, and I want to thank you for taking the time to talk to me. We’re at the point now where we should set up another appointment, one where I can come back after having sorted through everything I’ve learned here, and show you more about what Sunteck may be able to do for your company. Is Thursday at 2PM okay?”
Prospect: “Sure, next Thursday at 2PM will be just fine.”
Salesperson: “Great! One last question ( pause ) if you like the program I develop for you, would you be willing to give us a try?”
OR
Salesperson: “I really appreciate you taking the time to answer these questions. Based on what I just learned, I’m confident there’s a fit between our companies and that we can definitely help you solve some of your shipping problems. I’m going to make a commitment to you to develop a customized proposal, which will include my recommendations to you and your company. What I’d like in return from you is a commitment to give us a shot. Let us prove how good we are. I’m confident you’ll be very happy! Can I get that kind of commitment from you?
“Great! I’ll need about a week to get with my team back at the office and develop a package just for you. Is this time next week good for you?”
Both of these approaches let the prospect know that when you come back for your second appointment, your sale sign will go up. It prepares them to say “yes” when you come back later and ask them to buy.
We’ve focused so much of our respective sales energies on the consultative approach that very little emphasis is placed on the sales presentation. I think this is a huge mistake. In the old days, many salespeople could care less about what the customer wanted or needed; all their energy was on the presentation. Nowadays some people in transportation have no definable presentation at all. They just go back to the customer and answer any questions or shipping requirements that surfaced in the qualifying call. I think both are hugely important—the consultative call and the presentation. Give your customer a dynamic sales presentation. He deserves it. It will make you stand out from the other freight reps.
The initial approach to a prospect is the most crucial part of the sales presentation. All the selling skills in the world won’t matter if you don’t get your foot in the door.
Up front I state my name, the company I represent — Sunteck, and the particular transportation services I’m there to sell. Unlike a lot of salesmen and saleswomen, I don’t beat around the bush. I’m a big advocate of concept selling. I tell the prospect, “I’d like to share an idea with you. I’m in the transportation business. I’m assuming that you’re always looking for ideas that will help your company ship or receive goods in a way that will make your company more efficient, more service driven, and more profitable. I’d like to run some ideas by you.”
This statement is a big attention-getter and opens the door. It creates immediate interest. Of course you have to substantiate your statement in your presentation.
The first moments of your sales call should create initial interest by making a statement. “Sunteck is in the business of providing solutions for a variety of different transportation needs. Technology is moving very fast, and I deal with many companies similar to yours. You need a transportation provider which not only can handle your current needs, but is also working on your needs for the future.” Another great opener is, “Our main goal at Sunteck is to enhance your productivity.”
Early in your initial meeting be sure to mention the names of several of your satisfied customers. This is done to establish credibility. It lets the prospect know that Sunteck’s shipping solutions have benefited leading logistic decision-makers that came to the well-informed decision to trust you and your ideas. I always make it a point to discuss other customers in their industry who are working in similar environments. I wouldn’t, for example, mention how we handle an account like Microsoft to a small locally owned computer software company. Their problems are so different that the prospect won’t be able to relate to an organization that is one hundred to one million times bigger. When I speak about familiar customers who have found the solutions to similar shipping problems through Sunteck, I get the prospect’s immediate attention.
When you use a prospect’s competitors or companies in similar industries as examples, it creates an opportunity to use another great opening approach. “Mr. Fulton, I’m Dave Dallas with Sunteck. Has Sean Clancy mentioned my name to you?” It doesn’t make any difference what the prospect answers, this breaks the ice. In fact, even when I don’t have a referral, I’ve been known to mention the name of one of the prospect’s competitors who’s a client of mine. Now, it’s highly unlikely that his competition would have talked to him about me, but again, it’s an icebreaker. And you can bet that he’s interested in all the transportation services that are available to his competition.
If I know beforehand that the prospect knows little about Sunteck and nothing about me, I sometimes send a short bio-sketch and a few magazine and newspaper articles that have featured Sunteck or were written by me. I provide something tangible to the prospect that adds a new dimension to the relationship. Rather than simply sending them a brochure about Sunteck, I personalize it, and at the same time the articles express something about me and my philosophy on transportation.
There are too many freight sales reps in the U.S. today to even come up with an accurate number. I think it’s important for your prospect to know about your qualifications. Tell the prospect about yourself. No grandstanding or patting yourself on the back, just an informative look at your career and the customers you’ve helped. It lets the prospect know that he’s dealing with a professional. It tells him that he’s not dealing with the run-of-the-mill freight rep. In the transportation business there are two kinds of sales people: those who add value to the client’s traffic department, and those who seem to mishandle every shipment or transaction their company is involved with (late, damaged, billed incorrectly, etc.). Let the customer know early on that you fall into the first category.
Of course, when the moment of truth arrives, you’ll have to find the best way to make a good first impression. Take into consideration the particular dynamics of your prospect’s age, position, and gender in comparison with your own. Accommodate and welcome the differences.
Every prospect will react differently to what you have to say. Some prospects will give you all the time in the world, while others believe making time for a ten minute meeting threatens a crisis. Some are skeptical, while others are freethinkers who pride themselves on being open to new ideas. The point is you can’t win everyone over with a single script designed to handle the first few minutes.
Usually there is an advantage to beginning an exchange by focusing on your own observations and experiences. Doing so takes some of the pressure off of the prospect, who’ll be expecting you to try to “draw him out.”
You can always find something that will serve as a positive conversational starting point that has to do with the way your prospect has chosen to decorate his or her surroundings. It may sound corny, but it’s a fact, people say a lot about themselves in the way they decorate their offices.
First impressions are lasting impressions. By using the advice in this chapter you‘ll put the customer at ease and give them confidence in Sunteck’s ability to handle their demanding logistic needs. In the process, you’ll develop a lot of new customers and lasting friendships.
“The better your relationships the shorter your sales cycle and the more money you will make.”
Here are fourteen additional suggestions that will help you create a winning first impression.
No matter what you have scheduled for your day there is one part of your job you should do every day – Prospecting. There are no sales without customers and there are no customers without frequent prospecting. You must keep prospects in your pipeline. Set a daily or weekly minimum number of cold calls or prospecting contacts for yourself – your success depends on it.
One of the biggest reasons transportation salespeople are reluctant to approach prospects is because they don’t feel confident about their company’s ability to provide the service the customer needs. A lack of confidence in Sunteck’s ability to do what we promise will stunt your desire to approach new prospects. You may be fearful that they might just buy. You have to believe that Sunteck can help your customer. You must know instinctively the benefit people will derive from working with you and you must believe in your heart that Sunteck’s efforts are in your customer’s best interests. If you’re leaving a trail of angry former customers in your wake – you’re destroying any chances at success with Sunteck. In my career as a transportation sales specialist I have run the gamut, selling for the best, customer driven carriers in the country, and for a period of time I represented a carrier that handled LTL and airfreight that had a lot of problems internally and with customer service. Working for a poor quality carrier can kill a promising career. The only way to salvage a promising career after making a bad career move is to correct it as soon as possible. Your reputation as a straight shooter and knowledgeable resource for your customer is your most valuable asset. Sunteck represents you as well as you represent Sunteck.
Sunteck is a company you can be proud of. Tell everyone you meet who you work for and what you sell. I’m not suggesting you subject everyone you meet to a sales pitch, simply let people know that you’re a salesperson for Sunteck. You’ll be surprised how often someone will say, “Sunteck, huh? You know, we’ve been thinking about trying a new 3PL partner.”
Be proud of being a salesperson. There’s no greater job than yours – we move America! What other professional salesperson can say that?
Okay, now that you represent a company you can be proud of, get busy prospecting.
There are several things that a salesperson should do before making an actual face-to-face presentation. Obviously, an appointment must be made with the prospect. These appointments will usually be set by telephone. Also, make sure that you’re qualified to make the sales call (qualified means that you have the necessary product knowledge, are properly prepared to answer all industry-related questions, and possess a basic understanding of the customer’s needs). Effective time management is essential to achieve the maximum number of sales presentations each day.
Poor appointment setting habits can be the death of a productive sales week. Appointment scheduling and general office work should not be performed during prime selling time. Broken appointments, however, create an opportunity to set appointments for the following week. Appointment setting, in my opinion, is the second best use of prime selling time, with face-to-face sales presentations being in first place by a wide margin.
When setting appointments, always consider the characteristics of your territory. Divide your territory into industrial parks and city areas that will accommodate your ability to make the most sales presentations in one day. Too much windshield time kills your earning potential. Remember, your goal is more sales presentations and less wasted time and energy.
Before you pick up the telephone you should have in your possession the following information: the decision-makers name, title (purchasing manager, traffic manager, material control manager, warehouse supervisor, etc.), address, phone number, and information on how you obtained the lead. A qualified prospect is anybody who ships or receives freight or makes those decisions for other locations. If you received this lead from a referral, be sure to have your source’s name ready to cite to the prospect. Referred prospects are by far Sunteck’s best leads.
Never call a prospect without knowing his or her name in advance. For example, if I want to speak to the Vice President of Purchasing at EFG Company, but don’t know his name, I make a call a day or so in advance and ask the main switchboard operator or receptionist, “Who is your company’s purchasing VP?” Later, I put in a call to the proper individual. The internet is also a great source for this information.
There are many obstacles you will face in setting your appointments: getting past the gatekeeper, getting your prospect to agree to a face-to-face meeting, and the dreaded voicemail system.
When speaking to an assistant or receptionist, assume control of the conversation quickly. This is an absolute must. If she asks too many questions, there’s a good chance she’ll suggest that she’ll relay your message to the Director of traffic, and “If he’s interested, he’ll call you back.” You have to be the person who speaks to the prospect— not a disinterested, uninformed third party, in this case—the receptionist! You could lose the sale before you’ve even had the opportunity to present Sunteck’s services. Because there are so many sales reps representing so many freight companies, people managing the movement of their company’s freight are besieged by your competitors making cold calls and it is more difficult than ever to get through to a prospect. To compound the problem, cold calls are even more difficult when a transportation salesperson represents a company whose name is unfamiliar to the general public. In some cases, the prestigious reputation of a major company serves as an effective door opener. A call from a sales representative with Sunteck, FedEx, or UPS for example, is more likely to capture the immediate respect of a gatekeeper. There are times though when representing a well-known company can backfire. It’s an immediate tip-off that the caller is selling for a transportation company when the salesperson identifies himself as being with Sunteck, which often is followed with a, “We’re not interested, we’re happy with our current carrier,” response.
Your only objective for using the telephone on a cold call is to schedule an appointment. Never attempt to sell at this stage. Your only objective is to set up a time for the prospect to hear your presentation.
As little as necessary should be said to the gatekeeper. Assume that the call will be put through. Sound important and confident, but not pushy. I simply say, “Hello, this is Dave Dallas. Is Mr. Johnson in?” Sometimes, that’s all it takes.
However, when I’m calling a referral and I’m asked, “Does Mr. Johnson know you?” I say, “Carl Walker recommended that I call Mr. Johnson. Is Mr. Johnson in?”
If it’s not a referral, I say, “I’ve been assisting people in the plastics industry (or whatever business they happen to be in), and I’d like to share some important information with Mr. Johnson.” Once again, assertively ask, “Is Mr. Johnson in?”
If asked, “What are you selling?” I reply, “I’m with Sunteck. I help companies increase profits, while improving customer service.” I pause, and then ask, “Is Mr. Johnson in?”
Because I speak with conviction, I’m rarely asked additional questions and my call is put through.
This approach works for three reasons:
It’s a matter of how you see and carry yourself. You must always keep in mind that your objective is not to leave the decision in the hands of a third party screening the prospects’ calls. The assistant or receptionist should not be permitted to be the one who determines whether the prospect is interested in learning more about Sunteck. The decisions your prospects make on who they will trust to ship the products they manufacture is one of the most important decisions they make. Be persistent. Make sure they get the opportunity to enjoy the benefits that only you can sell them.
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