In the Freight sales world, confidence is king. People don’t just buy whatever you’re selling because they are also buying you. So it is important to present the best version of yourself, when approaching each sale. Here are a few ways you can be a more confident salesperson:
Step 1: Knowing your product. You need to do your homework. Whatever product you are selling, you should be its expert. You should know the ins and outs of your product, and be able to answer any question about it. You should also know any negative factors that might affect your merchandise. And always have a positive solution to any of those problems. Being fluent in your product knowledge is the most important step to being a completely confident salesperson.
Step 2: Knowing your prospects. Knowing what you are selling is only half the battle! Knowing to whom you are selling is almost as important. You need to be able to judge the taste of the prospect so you can offer merchandise you know will appeal to them. This can be accomplished by simply doing a little background research on your potential customer. As for existing customers, you should be well versed in their wants and needs. Knowing your prospects and customers will definitely add to your confidence, because it is always to talk to someone familiar-who you think you know.
As a salesperson, you need to know all the answers, are an expert in every little detail can help or assist with any question or hesitance. You need to exude confidence. Besides your product, you need to sell your customers on the idea that you are the foremost authority on that particular topic. Whether you are or aren’t all about projecting a genuinely confident attitude.
Showing posts with label freight agent. Show all posts
Showing posts with label freight agent. Show all posts
Tuesday, November 8, 2011
Monday, October 31, 2011
Whose Customer Is It
Freight Brokers/Freight Agents Dont be confused the freight does not belong to you take a word of advise from an expert in the industry
Dave Taylor
President at Midwestern Transit Service Inc
It is completely in the customers hands regardless of what the contract says. If your relationship is strong with your customer they will not entertain the solicitation of the large carrier. This is the same with small or large customers or carriers. We do entertain alternate language in our contract, but sometimes the massive carriers have handled freight for our clients, but not the lanes we are offering them. I have not had any large carrier successfully take our customer or lanes away even though they have tried a few times. The relationship to the large carrier and the relationship to the customer determine your company maintaining the account. Do all you can do on the contract, but it may not be the determining factor. After all we are in a relationship business, even in this electroinic age.
Dave Taylor
President at Midwestern Transit Service Inc
It is completely in the customers hands regardless of what the contract says. If your relationship is strong with your customer they will not entertain the solicitation of the large carrier. This is the same with small or large customers or carriers. We do entertain alternate language in our contract, but sometimes the massive carriers have handled freight for our clients, but not the lanes we are offering them. I have not had any large carrier successfully take our customer or lanes away even though they have tried a few times. The relationship to the large carrier and the relationship to the customer determine your company maintaining the account. Do all you can do on the contract, but it may not be the determining factor. After all we are in a relationship business, even in this electroinic age.
Friday, October 21, 2011
"Freight Broker Training" "We can't talk out of both sides of our mouth anymore"
Freight brokers & Freight Agents we must understand the time has come that the shippers must understand if they are to get quality trucks they must pay the price the following article by Mark B. Solomon lays it out it is important to read and understand
He didn't ask for the mantle, but a case can be made that Tom Carpenter, director of North American logistics for giant International Paper Co. (IP), has become the conscience of the nation's shippers.
At the Council of Supply Chain Management Professionals' 2010 Global Conference in San Diego, Carpenter was asked if shippers should be taken to task for using the economic downturn and truck overcapacity to beat up carriers on pricing. He replied that "if the marketplace is giving us [excess capacity at low rates], we have a fiduciary responsibility to bring some of it back."
At the 2011 CSCMP conference, Carpenter's comments took on a more strident tone. "The shipping community has done a good job of managing our carriers' margins," he said, the sarcasm evident in his voice.
Big shippers like IP are tough negotiators with high expectations, and are accustomed to demanding and receiving superior service at low rates, Carpenter said. But in a world of shrinking capacity, a diminishing supply of qualified truck drivers, and escalating truck life-cycle and regulatory compliance costs, the days of shippers' having it all are fast disappearing, Carpenter warned. "We can't talk out of both sides of our mouth anymore," he said.
Carpenter wasn't the only big shipper at CSCMP to sound the alarm. "We probably haven't ever been through what we will be going through in the next four years," said Mark Whittaker, vice president of PepsiCo Transportation, a unit of the beverage and snack giant that spends $3 billion a year on global transport services and boasts the largest private truck fleet in North America.
For shippers, what lies ahead could be as challenging as what Whittaker fears. From 1980, when the trucking industry was deregulated, to the year 2000, the market experienced price deflation as a plethora of new players—and capacity—entered the market, emerging technologies fostered greater efficiencies, and operating costs held relatively steady. During that period, the cost of transportation fell 65 percent in real terms, according to Noel Perry, managing director and senior consultant at Nashville, Ind.-based FTR Associates.
The last 11 years have been the inverse of the previous 20, according to Perry. Since 2000, fuel, labor, asset, and regulatory costs have climbed, barriers to entry have increased, and in the past 12 to 18 months, truckload capacity has been taken out of the market. Add to that the obsession of many shippers with maintaining lean inventories and their increasing reliance on truckers to serve as a sort of "mobile warehouse," and it's clear the issue of available capacity—and the costs of procuring it—will define the industry for the rest of the decade, Perry said.
"It is probable that capacity shortages will last for several years, not just for one," Perry told an audience at this year's CSCMP conference in Philadelphia. "We could easily see sporadic supply chain failures based on capacity shortages. That's something we are not used to."
Sticker shock
Shippers could also be in for sticker shock where freight rates are concerned. Perry said rates will need to rise 15 percent just to offset the higher costs that truckers will incur to attract and retain good drivers, whose ranks are expected to thin as a result of federal regulations like CSA 2010, an initiative designed to winnow out drivers with marginal safety records.
Making matters worse is the level of driver turnover, which is hitting uncharted territory. Thom S. Albrecht, transportation analyst for BB&T Capital Markets, said driver turnover—or "churn"—hit a stunning 90 percent in the third quarter, more than double the turnover rate for the same period in 2010. Maintaining a stable workforce will cost truckers plenty, and it will be an expense that will likely get passed on down the chain.
At the same time, trucking executives said they would not be adding new capacity for the foreseeable future. The skyrocketing cost of replacing new rigs, combined with freight rates that aren't fully compensatory for the investment, makes it economically infeasible to add to fleets, according to carrier executives. The best shippers can hope for is a straight swap of power units, a move that will put newer rigs on the road but won't have any net effect on capacity, truckers said.
"There is no credible reason to go to the board to add capacity when the return-on-asset [level] is under 5 percent," said Derek J. Leathers, president and COO of truckload carrier Werner Enterprises, at a CSCMP panel session.
Kenneth Burroughs, vice president of revenue management for UPS Freight, the less-than-truckload unit of UPS Inc., was more direct, telling the same session that "we aren't going to be adding terminal or truck capacity."
Increased liability exposure
As truckers grapple with driver shortages and fleet reductions, shippers are being warned not to expect the service quality or reliability they have grown accustomed to. Donald A. Osterberg, senior vice president of safety and security for truckload and logistics giant Schneider National Inc., said truckers face a plethora of government mandates ranging from CSA 2010, to proposed changes in driver hours of service (HOS) regulations, to the 2010 rule that requires virtually all truckers to install electronic on-board recorders (EOBRs) to ensure their drivers are complying with HOS regulations. The EOBR rule, which would make it nearly impossible for drivers that once used paper logs to exceed their HOS limits, is in legal limbo after a federal appeals court in late August ruled that the policy doesn't do enough to ensure that truckers won't leverage the devices to force drivers to stay on the road even when they're tired. The rule, set to take effect in mid-2012, has been remanded to the Federal Motor Carrier Safety Administration for further consideration.
Osterberg said the cumulative effect of these mandates will be to force the supply chain to permanently rationalize service expectations. "I don't believe the current levels of service are sustainable going forward," Osterberg said at CSCMP.
Osterberg advised shippers to take their legal exposure under CSA 2010 very seriously, saying the plaintiffs' bar is chomping at the bit to pursue deep-pocketed shippers for monetary damages in the event of a fatal truck-related accident on grounds the shipper should have known under the CSA guidelines it was engaging a sub-standard driver and carrier. In addition, shippers that were shielded from liability through indemnification clauses written into carrier contracts will see that protection erode, Osterberg said, noting that 30 states already have non-indemnity laws on the books.
"Shipper liability is inevitable, and CSA will exacerbate its exposure," he said.
Shippers speaking at the conference say they are becoming increasingly proactive in tracking their drivers' performance. "We monitor [CSA] scores on a monthly and quarterly basis," said Michael F. Heckart, manager, North American logistics strategic sourcing for the agribusiness giant Deere & Co.
Heckart said Deere's relationships with its carriers are deeper than perhaps they've ever been. "It's not enough to just have a conversation with the carrier anymore," he said.
The difficulty in managing a customer's demanding requirements with fewer rigs and drivers at their disposal could compel some shippers to "roll the dice" and continue to use carriers that might be available but whom they know would be on the CSA bubble, according to Carpenter of IP. "Some [shippers] are probably doing it," he said. "But they are playing with fire and they're going to get burned."
He didn't ask for the mantle, but a case can be made that Tom Carpenter, director of North American logistics for giant International Paper Co. (IP), has become the conscience of the nation's shippers.
At the Council of Supply Chain Management Professionals' 2010 Global Conference in San Diego, Carpenter was asked if shippers should be taken to task for using the economic downturn and truck overcapacity to beat up carriers on pricing. He replied that "if the marketplace is giving us [excess capacity at low rates], we have a fiduciary responsibility to bring some of it back."
At the 2011 CSCMP conference, Carpenter's comments took on a more strident tone. "The shipping community has done a good job of managing our carriers' margins," he said, the sarcasm evident in his voice.
Big shippers like IP are tough negotiators with high expectations, and are accustomed to demanding and receiving superior service at low rates, Carpenter said. But in a world of shrinking capacity, a diminishing supply of qualified truck drivers, and escalating truck life-cycle and regulatory compliance costs, the days of shippers' having it all are fast disappearing, Carpenter warned. "We can't talk out of both sides of our mouth anymore," he said.
Carpenter wasn't the only big shipper at CSCMP to sound the alarm. "We probably haven't ever been through what we will be going through in the next four years," said Mark Whittaker, vice president of PepsiCo Transportation, a unit of the beverage and snack giant that spends $3 billion a year on global transport services and boasts the largest private truck fleet in North America.
For shippers, what lies ahead could be as challenging as what Whittaker fears. From 1980, when the trucking industry was deregulated, to the year 2000, the market experienced price deflation as a plethora of new players—and capacity—entered the market, emerging technologies fostered greater efficiencies, and operating costs held relatively steady. During that period, the cost of transportation fell 65 percent in real terms, according to Noel Perry, managing director and senior consultant at Nashville, Ind.-based FTR Associates.
The last 11 years have been the inverse of the previous 20, according to Perry. Since 2000, fuel, labor, asset, and regulatory costs have climbed, barriers to entry have increased, and in the past 12 to 18 months, truckload capacity has been taken out of the market. Add to that the obsession of many shippers with maintaining lean inventories and their increasing reliance on truckers to serve as a sort of "mobile warehouse," and it's clear the issue of available capacity—and the costs of procuring it—will define the industry for the rest of the decade, Perry said.
"It is probable that capacity shortages will last for several years, not just for one," Perry told an audience at this year's CSCMP conference in Philadelphia. "We could easily see sporadic supply chain failures based on capacity shortages. That's something we are not used to."
Sticker shock
Shippers could also be in for sticker shock where freight rates are concerned. Perry said rates will need to rise 15 percent just to offset the higher costs that truckers will incur to attract and retain good drivers, whose ranks are expected to thin as a result of federal regulations like CSA 2010, an initiative designed to winnow out drivers with marginal safety records.
Making matters worse is the level of driver turnover, which is hitting uncharted territory. Thom S. Albrecht, transportation analyst for BB&T Capital Markets, said driver turnover—or "churn"—hit a stunning 90 percent in the third quarter, more than double the turnover rate for the same period in 2010. Maintaining a stable workforce will cost truckers plenty, and it will be an expense that will likely get passed on down the chain.
At the same time, trucking executives said they would not be adding new capacity for the foreseeable future. The skyrocketing cost of replacing new rigs, combined with freight rates that aren't fully compensatory for the investment, makes it economically infeasible to add to fleets, according to carrier executives. The best shippers can hope for is a straight swap of power units, a move that will put newer rigs on the road but won't have any net effect on capacity, truckers said.
"There is no credible reason to go to the board to add capacity when the return-on-asset [level] is under 5 percent," said Derek J. Leathers, president and COO of truckload carrier Werner Enterprises, at a CSCMP panel session.
Kenneth Burroughs, vice president of revenue management for UPS Freight, the less-than-truckload unit of UPS Inc., was more direct, telling the same session that "we aren't going to be adding terminal or truck capacity."
Increased liability exposure
As truckers grapple with driver shortages and fleet reductions, shippers are being warned not to expect the service quality or reliability they have grown accustomed to. Donald A. Osterberg, senior vice president of safety and security for truckload and logistics giant Schneider National Inc., said truckers face a plethora of government mandates ranging from CSA 2010, to proposed changes in driver hours of service (HOS) regulations, to the 2010 rule that requires virtually all truckers to install electronic on-board recorders (EOBRs) to ensure their drivers are complying with HOS regulations. The EOBR rule, which would make it nearly impossible for drivers that once used paper logs to exceed their HOS limits, is in legal limbo after a federal appeals court in late August ruled that the policy doesn't do enough to ensure that truckers won't leverage the devices to force drivers to stay on the road even when they're tired. The rule, set to take effect in mid-2012, has been remanded to the Federal Motor Carrier Safety Administration for further consideration.
Osterberg said the cumulative effect of these mandates will be to force the supply chain to permanently rationalize service expectations. "I don't believe the current levels of service are sustainable going forward," Osterberg said at CSCMP.
Osterberg advised shippers to take their legal exposure under CSA 2010 very seriously, saying the plaintiffs' bar is chomping at the bit to pursue deep-pocketed shippers for monetary damages in the event of a fatal truck-related accident on grounds the shipper should have known under the CSA guidelines it was engaging a sub-standard driver and carrier. In addition, shippers that were shielded from liability through indemnification clauses written into carrier contracts will see that protection erode, Osterberg said, noting that 30 states already have non-indemnity laws on the books.
"Shipper liability is inevitable, and CSA will exacerbate its exposure," he said.
Shippers speaking at the conference say they are becoming increasingly proactive in tracking their drivers' performance. "We monitor [CSA] scores on a monthly and quarterly basis," said Michael F. Heckart, manager, North American logistics strategic sourcing for the agribusiness giant Deere & Co.
Heckart said Deere's relationships with its carriers are deeper than perhaps they've ever been. "It's not enough to just have a conversation with the carrier anymore," he said.
The difficulty in managing a customer's demanding requirements with fewer rigs and drivers at their disposal could compel some shippers to "roll the dice" and continue to use carriers that might be available but whom they know would be on the CSA bubble, according to Carpenter of IP. "Some [shippers] are probably doing it," he said. "But they are playing with fire and they're going to get burned."
Tuesday, October 18, 2011
"Freight Broker Training" Uncovering Hidden Research Reports
Freight Brokers and Freight Agents here is some fantastic information for you that will help you with you research
Uncovering Hidden Research Reports
By Sam Richter
When you're a finalist for an account, completing a response to a Request for Proposal, or looking to sell your products into a new industry, it's imperative that you have a base understanding of your prospect's industry. What are their industry trends? What are the issues their industry is facing?
You could spend days "surfing" the Web trying to locate industry information. Or, you can have someone else do all of the work for you. Think about any industry; what's the chance that someone somewhere has written a report or given a presentation about that industry? Probably 100%. And what's the chance that some of those papers or presentations have been posted online. Probably 100%. How do you find them?
Google Filetype: Search
A great way to find industry research reports is to use the Google filetype: search. Oftentimes professional research reports get posted online for people to download because they are too large to email. Sometimes industry groups or even companies post reports online for members or employees to download.
Posters of these reports often think the report is secure. However, if a file is posted online and not properly secured, Google may eventually find it, open it, and "vacuum" every word in the report making it fully searchable.
It's easy to find these reports using the Google filetype: search (filetype colon). Just type an industry name followed by the word industry, into Google, using quotation marks (e.g., "paper industry"). Add words like trends, issues, revenue, technologies, etc. that you think might appear in a research report. REMEMBER, think like an author. What words would you put in a research report or presentation? Then search for those words.
Next, type in filetype:pdf, which will limit your search results to just PDF files, which is a fairly typical format for a research report. You can also try filetype:ppt for PowerPoint slides, or filetype:doc for Word documents.
Review the search results to see if the abstract looks like a report. If it is, click on the link and download the file. You'll be amazed at the types of professional research reports you can find online using the filetype: method.
So for example, if I'm looking for a report about the medical device industry, here's what the Google query might look like:
"medical device" + industry + report + (trends OR issues) filetype:pdf OR filetype:ppt
Industry research can be easy--now that you Know More!
(Sam Richter is the founder of the #1 rated Know More! sales training program (www.samrichter.com). This is just one of the more than 80 people, company, and industry information search tips and resources you'll find in his top-selling and award-winning book, Take the Cold Out of Cold Calling (www.TakeTheCold.com).
Uncovering Hidden Research Reports
By Sam Richter
When you're a finalist for an account, completing a response to a Request for Proposal, or looking to sell your products into a new industry, it's imperative that you have a base understanding of your prospect's industry. What are their industry trends? What are the issues their industry is facing?
You could spend days "surfing" the Web trying to locate industry information. Or, you can have someone else do all of the work for you. Think about any industry; what's the chance that someone somewhere has written a report or given a presentation about that industry? Probably 100%. And what's the chance that some of those papers or presentations have been posted online. Probably 100%. How do you find them?
Google Filetype: Search
A great way to find industry research reports is to use the Google filetype: search. Oftentimes professional research reports get posted online for people to download because they are too large to email. Sometimes industry groups or even companies post reports online for members or employees to download.
Posters of these reports often think the report is secure. However, if a file is posted online and not properly secured, Google may eventually find it, open it, and "vacuum" every word in the report making it fully searchable.
It's easy to find these reports using the Google filetype: search (filetype colon). Just type an industry name followed by the word industry, into Google, using quotation marks (e.g., "paper industry"). Add words like trends, issues, revenue, technologies, etc. that you think might appear in a research report. REMEMBER, think like an author. What words would you put in a research report or presentation? Then search for those words.
Next, type in filetype:pdf, which will limit your search results to just PDF files, which is a fairly typical format for a research report. You can also try filetype:ppt for PowerPoint slides, or filetype:doc for Word documents.
Review the search results to see if the abstract looks like a report. If it is, click on the link and download the file. You'll be amazed at the types of professional research reports you can find online using the filetype: method.
So for example, if I'm looking for a report about the medical device industry, here's what the Google query might look like:
"medical device" + industry + report + (trends OR issues) filetype:pdf OR filetype:ppt
Industry research can be easy--now that you Know More!
(Sam Richter is the founder of the #1 rated Know More! sales training program (www.samrichter.com). This is just one of the more than 80 people, company, and industry information search tips and resources you'll find in his top-selling and award-winning book, Take the Cold Out of Cold Calling (www.TakeTheCold.com).
Thursday, October 13, 2011
"Freight Broker Training" Words To Live By
"If you could find out what the most successful people did in Freight Brokering and then you did the same thing over and over, you'd eventually get the same result they do."
— Brian Tracy: Author, speaker, and consultant
— Brian Tracy: Author, speaker, and consultant
Wednesday, September 28, 2011
"Freight Broker Training" People Who Walk With Integrity Walk Securely
People Who Walk With Integrity Walk Securely
by Jon Walker
“The man of integrity walks securely, but he who takes crooked paths will be found out.” (Proverbs 10:9 NIV)
People with integrity live by fairness, even when fairness puts them at a disadvantage or causes them significant difficulty. They fight fair even when those around them do not.
People of integrity consider their word their bond, allowing their “yes” to mean “yes” and their “no” to mean “no.”
People of integrity are authentic and transparent; they act the same, no matter who is present. Their lives are “what you see is what you get.”
People of integrity are straightforward in their conduct. They don’t hide what they’re doing, and they don't say one thing and do another. They are people “in whose spirit is no deceit” (Psalm 32:2 NIV).
People with integrity explain the facts in an even-handed manner, not in a way that makes them look better than the other person. They are respectful, helpful and gracious to everyone and anyone.
People of integrity go the extra mile with a smile. They do more than is required of them.
People of integrity are not afraid to ask for help. They’re not afraid to let God be their strength. They’re able to handle tough situations, knowing God is at work in them.
People of integrity focus on “whatever is true, whatever is noble, whatever is right, whatever is pure, whatever is lovely, whatever is admirable,” anything at all that is excellent or praiseworthy (Philippians 4:8 NIV).
by Jon Walker
“The man of integrity walks securely, but he who takes crooked paths will be found out.” (Proverbs 10:9 NIV)
People with integrity live by fairness, even when fairness puts them at a disadvantage or causes them significant difficulty. They fight fair even when those around them do not.
People of integrity consider their word their bond, allowing their “yes” to mean “yes” and their “no” to mean “no.”
People of integrity are authentic and transparent; they act the same, no matter who is present. Their lives are “what you see is what you get.”
People of integrity are straightforward in their conduct. They don’t hide what they’re doing, and they don't say one thing and do another. They are people “in whose spirit is no deceit” (Psalm 32:2 NIV).
People with integrity explain the facts in an even-handed manner, not in a way that makes them look better than the other person. They are respectful, helpful and gracious to everyone and anyone.
People of integrity go the extra mile with a smile. They do more than is required of them.
People of integrity are not afraid to ask for help. They’re not afraid to let God be their strength. They’re able to handle tough situations, knowing God is at work in them.
People of integrity focus on “whatever is true, whatever is noble, whatever is right, whatever is pure, whatever is lovely, whatever is admirable,” anything at all that is excellent or praiseworthy (Philippians 4:8 NIV).
Wednesday, September 7, 2011
"Freight Broker Training" ATA letter supports no hours rule changes
By Truckers News Staff
Published September, 07 2011
In a letter to the Office of Management and Budget, the American Trucking Associations last week urged the Obama administration to live up to its promise to relieve the burden of unnecessary regulations as it considers changes to the hours-of-service rules.
“Late last year, DOT’s Federal Motor Carrier Safety Administration proposed costly changes to truck drivers’ hours-of-service rules which, if finalized, would result in reduced wages for hundreds of thousands of drivers, significant administrative and efficiency costs for trucking companies, and most importantly, billions of dollars in lost productivity,” wrote Dave Osiecki, ATA senior vice president of policy and regulatory affairs. “These inefficiencies and costs would deal a serious and sustained blow to the huge ‘tangible goods’ economy that trucking supports, affecting not only shippers of freight, but ultimately consumers.”
The current hours-of-service rules, which have been in effect since January 2004, made four primary changes to the regulations then in place: increasing the daily driving limit from 10 hours to 11 hours; increasing the required minimum daily rest from 8 hours to 10 hours; decreasing the number of hours on duty after which a driver may not operate a commercial motor vehicle from 15 hours to 14 hours; and allowing a driver to “reset” the weekly 60 or 70-hour on duty limits with 34 consecutive hours off duty.
Under the current proposal, FMCSA is, among other changes, considering whether to reduce the daily driving limit from 11 hours to 10 hours and has proposed to limit the 34-hour restart provision by requiring that it include two periods from midnight to 6 a.m. and limiting its use to once per week.
ATA says FMCSA’s proposed rule came as a result of a lawsuit and political pressure from union and safety advocacy groups and would enact drastic changes to driver’s lifestyles and carrier operations without providing any safety benefit. “DOT described its proposal as a means to further improve trucking’s highway safety record,” Osiecki wrote. “Yet, FMCSA’s own regulatory impact analysis showed that the proposal’s costs outweigh any potential crash reduction benefits.”
Published September, 07 2011
In a letter to the Office of Management and Budget, the American Trucking Associations last week urged the Obama administration to live up to its promise to relieve the burden of unnecessary regulations as it considers changes to the hours-of-service rules.
“Late last year, DOT’s Federal Motor Carrier Safety Administration proposed costly changes to truck drivers’ hours-of-service rules which, if finalized, would result in reduced wages for hundreds of thousands of drivers, significant administrative and efficiency costs for trucking companies, and most importantly, billions of dollars in lost productivity,” wrote Dave Osiecki, ATA senior vice president of policy and regulatory affairs. “These inefficiencies and costs would deal a serious and sustained blow to the huge ‘tangible goods’ economy that trucking supports, affecting not only shippers of freight, but ultimately consumers.”
The current hours-of-service rules, which have been in effect since January 2004, made four primary changes to the regulations then in place: increasing the daily driving limit from 10 hours to 11 hours; increasing the required minimum daily rest from 8 hours to 10 hours; decreasing the number of hours on duty after which a driver may not operate a commercial motor vehicle from 15 hours to 14 hours; and allowing a driver to “reset” the weekly 60 or 70-hour on duty limits with 34 consecutive hours off duty.
Under the current proposal, FMCSA is, among other changes, considering whether to reduce the daily driving limit from 11 hours to 10 hours and has proposed to limit the 34-hour restart provision by requiring that it include two periods from midnight to 6 a.m. and limiting its use to once per week.
ATA says FMCSA’s proposed rule came as a result of a lawsuit and political pressure from union and safety advocacy groups and would enact drastic changes to driver’s lifestyles and carrier operations without providing any safety benefit. “DOT described its proposal as a means to further improve trucking’s highway safety record,” Osiecki wrote. “Yet, FMCSA’s own regulatory impact analysis showed that the proposal’s costs outweigh any potential crash reduction benefits.”
Wednesday, August 24, 2011
"Freight Broker Training" ATA reports seasonally-adjusted tonnage is down for third time in four months
Trucking news: ATA reports seasonally-adjusted tonnage is down for third time in four months
By Jeff Berman, Group News Editor
August 23, 2011
Truck tonnage in July was down following growth in June, according to the American Trucking Associations (ATA).
The ATA’s advance seasonally-adjusted (SA) For-Hire Truck Tonnage index dropped 1.3 percent on the heels of a revised 2.6 percent June gain. This index has fallen in three of the last four months, with 0.6 percent and 2.0 percent declines in April and May, respectively, continuing a largely uneven pattern of freight transportation volumes.
The SA index is currently at 114 (2000=100), which is down from June’s 115.8 and up from May’s 112.8. It is at its second highest level since January. On an annual basis, it was up 3.9 percent compared to a 6.5 percent annual hike in June.
The ATA’s not seasonally-adjusted (NSA) index, which represents the change in tonnage actually hauled by fleets before any seasonal adjustment, was at 111 in July, down 9 percent from June’s 122.3. The July 2010 NSA index was 109.9, putting the July 2011 NSA up about 1 percentage point higher.
As LM has reported, some industry analysts maintain that the not seasonally-adjusted index is more useful, because it is comprised of what truckers haul. As defined by the ATA, the not seasonally-adjusted index is assembled by adding up all the monthly tonnage data reported by the survey respondents (ATA member carriers) for the latest two months. Then a monthly percent change is calculated and then applied to the index number for the first month.
“We had heard that freight weakened from a robust June, that that was true,” ATA Chief Economist Bob Costello said in a statement. “Despite a solid June, our truck tonnage index fits with an economy that is growing very slowly. The good news is that tonnage continues to increase on a year-over-year basis, but it is likely that the rate of growth will moderate in the second half of the year.”
Signs of economic weakness, including a recent slowdown in manufacturing data, sluggish retail sales and consumer confidence levels, and fears of a double-dip recession, are prevalent, and all appear to be contributing to lower freight volumes.
Many industry stakeholders maintain that conditions remain choppy, with no clear cut signs of a true recovery on the horizon at this point, especially when factoring in the dark unemployment and housing pictures, too.
In recent months, both shippers and carriers have explained that even though things are relatively steady in light of an uncertain economy, a good amount of the momentum occurring in the market earlier in the year has definitely lessened.
Both shippers and carriers noted that the second half of the year, coupled with how Peak Season shapes up, will go a long way in determining how things shake out in the trucking market.
“We are in a bit of a holding pattern, when it comes to things like increasing inventories and seeing orders increase in a meaningful way,” said a truckload shipper whom declined to be identified. “Until we see business conditions change, we will continue to monitor things in remain cautious. Demand has leveled off, but it is not terrible.”
By Jeff Berman, Group News Editor
August 23, 2011
Truck tonnage in July was down following growth in June, according to the American Trucking Associations (ATA).
The ATA’s advance seasonally-adjusted (SA) For-Hire Truck Tonnage index dropped 1.3 percent on the heels of a revised 2.6 percent June gain. This index has fallen in three of the last four months, with 0.6 percent and 2.0 percent declines in April and May, respectively, continuing a largely uneven pattern of freight transportation volumes.
The SA index is currently at 114 (2000=100), which is down from June’s 115.8 and up from May’s 112.8. It is at its second highest level since January. On an annual basis, it was up 3.9 percent compared to a 6.5 percent annual hike in June.
The ATA’s not seasonally-adjusted (NSA) index, which represents the change in tonnage actually hauled by fleets before any seasonal adjustment, was at 111 in July, down 9 percent from June’s 122.3. The July 2010 NSA index was 109.9, putting the July 2011 NSA up about 1 percentage point higher.
As LM has reported, some industry analysts maintain that the not seasonally-adjusted index is more useful, because it is comprised of what truckers haul. As defined by the ATA, the not seasonally-adjusted index is assembled by adding up all the monthly tonnage data reported by the survey respondents (ATA member carriers) for the latest two months. Then a monthly percent change is calculated and then applied to the index number for the first month.
“We had heard that freight weakened from a robust June, that that was true,” ATA Chief Economist Bob Costello said in a statement. “Despite a solid June, our truck tonnage index fits with an economy that is growing very slowly. The good news is that tonnage continues to increase on a year-over-year basis, but it is likely that the rate of growth will moderate in the second half of the year.”
Signs of economic weakness, including a recent slowdown in manufacturing data, sluggish retail sales and consumer confidence levels, and fears of a double-dip recession, are prevalent, and all appear to be contributing to lower freight volumes.
Many industry stakeholders maintain that conditions remain choppy, with no clear cut signs of a true recovery on the horizon at this point, especially when factoring in the dark unemployment and housing pictures, too.
In recent months, both shippers and carriers have explained that even though things are relatively steady in light of an uncertain economy, a good amount of the momentum occurring in the market earlier in the year has definitely lessened.
Both shippers and carriers noted that the second half of the year, coupled with how Peak Season shapes up, will go a long way in determining how things shake out in the trucking market.
“We are in a bit of a holding pattern, when it comes to things like increasing inventories and seeing orders increase in a meaningful way,” said a truckload shipper whom declined to be identified. “Until we see business conditions change, we will continue to monitor things in remain cautious. Demand has leveled off, but it is not terrible.”
Tuesday, August 23, 2011
"Freight Broker Training" USPS to shutter LTL market test, effective September 19
USPS to shutter LTL market test, effective September 19
By Jeff Berman, Group News Editor
August 22, 2011
In early 2009, the United States Postal Service (USPS) stated its intent in a filing with the Postal Regulatory Commission (PRC) to launch a market test to provide service akin to a less-than-truckload (LTL) network.
But in a filing submitted to the PRC on August 19, the USPS said it intends to shutter this initiative—it entitled “Collaborative Logistics”—on September 19.
According to the filing, the USPS planned to make its LTL service a permanent product offering “in light of its favorable reaction to the results of its market test.” Now, though, it explained it has been forced to reevaluate its plans based on changes in its organizational structure, its current financial condition, and operations concerns (the USPS ended the third quarter of fiscal year 2011 with a net loss of $3.1 billion, compared to a net loss of $3.5 billion for the same period in FY 2010).
It added that area mail processing and other consolidation activities have resulted in significant opportunities to reduce transportation, with management determining that resources should be devoted to consideration of initiatives to consolidate facilities and transportation to reduce costs. And it also said that aggressive cost cutting measures will impact revenue opportunities for Collaborative Logistics.
On September 19, expiring contracts for this initiative will not be renewed and other contracts will be terminated, with the USPS expecting that by this date all customer agreements will have concluded. The USPS will consider revisiting LTL services as a permanent product in the future depending on financial and operational conditions and “evaluate the successes and challenges of the Collaborative Logistics market test over the coming months.”
An industry source told Logistics Management in 2009 that this plan made sense on various levels, considering the USPS has plenty of excess capacity on the roads at the moment with a network that is already delivering mail on a daily basis. And he added that if viewed as an LTL player, the USPS has a bigger LTL footprint—or network—due to its existing mail routes.
“There is no place the USPS does not go,” explained the source.
However, the catch for shippers is that they would need to determine how to get freight to and from the USPS sectional center facility or bulk mailing center. This presents an opportunity for third-party integrators to take an active role in delivering and picking up freight and then collect and deliver it to a consignee.
By Jeff Berman, Group News Editor
August 22, 2011
In early 2009, the United States Postal Service (USPS) stated its intent in a filing with the Postal Regulatory Commission (PRC) to launch a market test to provide service akin to a less-than-truckload (LTL) network.
But in a filing submitted to the PRC on August 19, the USPS said it intends to shutter this initiative—it entitled “Collaborative Logistics”—on September 19.
According to the filing, the USPS planned to make its LTL service a permanent product offering “in light of its favorable reaction to the results of its market test.” Now, though, it explained it has been forced to reevaluate its plans based on changes in its organizational structure, its current financial condition, and operations concerns (the USPS ended the third quarter of fiscal year 2011 with a net loss of $3.1 billion, compared to a net loss of $3.5 billion for the same period in FY 2010).
It added that area mail processing and other consolidation activities have resulted in significant opportunities to reduce transportation, with management determining that resources should be devoted to consideration of initiatives to consolidate facilities and transportation to reduce costs. And it also said that aggressive cost cutting measures will impact revenue opportunities for Collaborative Logistics.
On September 19, expiring contracts for this initiative will not be renewed and other contracts will be terminated, with the USPS expecting that by this date all customer agreements will have concluded. The USPS will consider revisiting LTL services as a permanent product in the future depending on financial and operational conditions and “evaluate the successes and challenges of the Collaborative Logistics market test over the coming months.”
An industry source told Logistics Management in 2009 that this plan made sense on various levels, considering the USPS has plenty of excess capacity on the roads at the moment with a network that is already delivering mail on a daily basis. And he added that if viewed as an LTL player, the USPS has a bigger LTL footprint—or network—due to its existing mail routes.
“There is no place the USPS does not go,” explained the source.
However, the catch for shippers is that they would need to determine how to get freight to and from the USPS sectional center facility or bulk mailing center. This presents an opportunity for third-party integrators to take an active role in delivering and picking up freight and then collect and deliver it to a consignee.
Thursday, August 11, 2011
"Freight Broker Training" LaHood inks cross-border deal; OOIDA heads to court
Story By Jami Jones, Land Line senior editor
Wednesday, July 6, 2011 – Despite promises of transparency, the U.S. Secretary of Transportation hopped a plane for Mexico early Wednesday morning and inked the cross-border trucking deal, without any advance notice or warning to the public or Congress.
“If the agreement is good for the U.S. why the hell is he (Secretary LaHood) sneaking down there to sign it?” said Jim Johnston, president of OOIDA. “So much for their supposed transparency. Why not let the public see the details before signing the agreement? Seems like the administration is dead set on caving to Mexico’s shakedown regardless of the costs to the American public and our tax coffers.”
The Owner-Operator Independent Drivers Association immediately filed a petition for review with the U.S. Court of Appeals for the D.C. Circuit. The Association is asking the court to review the program and to “enjoin, set-aside, suspend (in whole or in part) or determine the validity of the implementation of this program.”
“Implementation of the pilot program is arbitrary, capricious and abuse of discretion and otherwise not in accordance with law,” the Association’s petition states.
Noted in the petition is a “final agency action” that occurred on June 29, well in advance of the final plan being released to the public or signed.
While copies of the final agreement were under lock and key in the U.S., apparently copies of the agreement and a notice of the signing had been widely circulated in Mexico and reported on in the days leading up to the signing.
After the agreement was signed, sources confirmed to Land Line Magazine that the Federal Motor Carrier Safety Administration immediately began accepting authority applications from Mexican motor carriers that want to participate in the program.
The Association has adamantly opposed opening the border because Mexico has failed to institute regulations and enforcement programs that are even remotely similar to those in the United States and because there would be no relevant corresponding reciprocity for U.S. truckers.
“People in Washington are constantly talking about two things these days: creating good jobs for Americans and cutting wasteful spending. This program does exactly the opposite for both,” Todd Spencer, executive vice president of OOIDA. “This program will jeopardize the livelihoods of tens of thousands of U.S.-based small business truckers and professional truck drivers and undermine the standard of living for the rest of the driver community.”
In the pending Federal Register notice detailing the final program, FMCSA officials repeatedly state that the agency is to regulate safety. Neither the economic impact on the trucking industry nor the environmental concerns raised by commenters were considered relevant arguments in the agency’s rebuttal comments, because the agency focuses on safety.
For example, when addressing the economic impact on the U.S. trucking industry and individual truckers, FMCSA officials simply stated that they do “not believe the pilot program will have a significant adverse impact on U.S. motor carriers or drivers.”
The agency followed up quickly by saying “it is important to note that FMCSA lacks the authority to alter the terms under which Mexico-domiciled motor carriers operate in the United States based on the possible economic impact of those motor carriers on U.S. motor carriers.”
Environmental arguments did not invoke significant response from the agency, either. The agency responded by simply stating that beyond what is in the Federal Motor Carrier Safety Regulations, the agency does not have authority to regulate environmental concerns. Those lie with the Environmental Protection Agency and that agency’s state counterparts.
When addressing issues the agency clearly has authority over – such as operating authority – the agency officials did little more than further muddy the waters as to the real intention of the final cross-border trucking agreement.
Essentially, the program differs little from the proposed program published in the Federal Register in April.
The program still allows for a three-tiered monitoring program tied to the Mexican motor carriers’ operating authority. The main point of contention and concern with that approach is that after 18 months of participation in the pilot program Mexican motor carriers would be eligible for “Stage 3” of the program.
Stage 3 of the pilot program “would begin for each motor carrier upon receipt of permanent operating authority,” according to the proposed program.
However, in the final program FMCSA officials contended the statement confused some, before stating simply: “if, at the end of 18-months of monitoring the motor carrier‘s most recent safety rating is satisfactory and the motor carrier does not have any pending enforcement or safety improvement actions, the Mexico-domiciled motor carrier’s provisional operating authority becomes permanent.”
The final plan does not outline any procedures for revoking permanent authority granted under the pilot program when the program ends.
In addition to what appears to be the prelude to a fully open border, U.S. taxpayers will continue to foot the bill on the electronic monitoring devices on Mexican trucks.
Agency officials continue to justify the expense by stating that under NAFTA, because U.S. truckers aren’t required to install and pay for the devices on U.S. trucks, the agency cannot require that of Mexico.
However, as OOIDA has repeatedly pointed out, the expense – and cost of the program – goes well beyond the monitoring of the trucks.
“U.S. taxpayers have already seen too much of their money wasted as our government has attempted to accommodate trucking companies from Mexico,” Spencer said.
Wednesday, July 6, 2011 – Despite promises of transparency, the U.S. Secretary of Transportation hopped a plane for Mexico early Wednesday morning and inked the cross-border trucking deal, without any advance notice or warning to the public or Congress.
“If the agreement is good for the U.S. why the hell is he (Secretary LaHood) sneaking down there to sign it?” said Jim Johnston, president of OOIDA. “So much for their supposed transparency. Why not let the public see the details before signing the agreement? Seems like the administration is dead set on caving to Mexico’s shakedown regardless of the costs to the American public and our tax coffers.”
The Owner-Operator Independent Drivers Association immediately filed a petition for review with the U.S. Court of Appeals for the D.C. Circuit. The Association is asking the court to review the program and to “enjoin, set-aside, suspend (in whole or in part) or determine the validity of the implementation of this program.”
“Implementation of the pilot program is arbitrary, capricious and abuse of discretion and otherwise not in accordance with law,” the Association’s petition states.
Noted in the petition is a “final agency action” that occurred on June 29, well in advance of the final plan being released to the public or signed.
While copies of the final agreement were under lock and key in the U.S., apparently copies of the agreement and a notice of the signing had been widely circulated in Mexico and reported on in the days leading up to the signing.
After the agreement was signed, sources confirmed to Land Line Magazine that the Federal Motor Carrier Safety Administration immediately began accepting authority applications from Mexican motor carriers that want to participate in the program.
The Association has adamantly opposed opening the border because Mexico has failed to institute regulations and enforcement programs that are even remotely similar to those in the United States and because there would be no relevant corresponding reciprocity for U.S. truckers.
“People in Washington are constantly talking about two things these days: creating good jobs for Americans and cutting wasteful spending. This program does exactly the opposite for both,” Todd Spencer, executive vice president of OOIDA. “This program will jeopardize the livelihoods of tens of thousands of U.S.-based small business truckers and professional truck drivers and undermine the standard of living for the rest of the driver community.”
In the pending Federal Register notice detailing the final program, FMCSA officials repeatedly state that the agency is to regulate safety. Neither the economic impact on the trucking industry nor the environmental concerns raised by commenters were considered relevant arguments in the agency’s rebuttal comments, because the agency focuses on safety.
For example, when addressing the economic impact on the U.S. trucking industry and individual truckers, FMCSA officials simply stated that they do “not believe the pilot program will have a significant adverse impact on U.S. motor carriers or drivers.”
The agency followed up quickly by saying “it is important to note that FMCSA lacks the authority to alter the terms under which Mexico-domiciled motor carriers operate in the United States based on the possible economic impact of those motor carriers on U.S. motor carriers.”
Environmental arguments did not invoke significant response from the agency, either. The agency responded by simply stating that beyond what is in the Federal Motor Carrier Safety Regulations, the agency does not have authority to regulate environmental concerns. Those lie with the Environmental Protection Agency and that agency’s state counterparts.
When addressing issues the agency clearly has authority over – such as operating authority – the agency officials did little more than further muddy the waters as to the real intention of the final cross-border trucking agreement.
Essentially, the program differs little from the proposed program published in the Federal Register in April.
The program still allows for a three-tiered monitoring program tied to the Mexican motor carriers’ operating authority. The main point of contention and concern with that approach is that after 18 months of participation in the pilot program Mexican motor carriers would be eligible for “Stage 3” of the program.
Stage 3 of the pilot program “would begin for each motor carrier upon receipt of permanent operating authority,” according to the proposed program.
However, in the final program FMCSA officials contended the statement confused some, before stating simply: “if, at the end of 18-months of monitoring the motor carrier‘s most recent safety rating is satisfactory and the motor carrier does not have any pending enforcement or safety improvement actions, the Mexico-domiciled motor carrier’s provisional operating authority becomes permanent.”
The final plan does not outline any procedures for revoking permanent authority granted under the pilot program when the program ends.
In addition to what appears to be the prelude to a fully open border, U.S. taxpayers will continue to foot the bill on the electronic monitoring devices on Mexican trucks.
Agency officials continue to justify the expense by stating that under NAFTA, because U.S. truckers aren’t required to install and pay for the devices on U.S. trucks, the agency cannot require that of Mexico.
However, as OOIDA has repeatedly pointed out, the expense – and cost of the program – goes well beyond the monitoring of the trucks.
“U.S. taxpayers have already seen too much of their money wasted as our government has attempted to accommodate trucking companies from Mexico,” Spencer said.
"Freight Broker Training" LaHood inks cross-border deal; OOIDA heads to court
By Jami Jones, Land Line senior editor
Wednesday, July 6, 2011 – Despite promises of transparency, the U.S. Secretary of Transportation hopped a plane for Mexico early Wednesday morning and inked the cross-border trucking deal, without any advance notice or warning to the public or Congress.
“If the agreement is good for the U.S. why the hell is he (Secretary LaHood) sneaking down there to sign it?” said Jim Johnston, president of OOIDA. “So much for their supposed transparency. Why not let the public see the details before signing the agreement? Seems like the administration is dead set on caving to Mexico’s shakedown regardless of the costs to the American public and our tax coffers.”
The Owner-Operator Independent Drivers Association immediately filed a petition for review with the U.S. Court of Appeals for the D.C. Circuit. The Association is asking the court to review the program and to “enjoin, set-aside, suspend (in whole or in part) or determine the validity of the implementation of this program.”
“Implementation of the pilot program is arbitrary, capricious and abuse of discretion and otherwise not in accordance with law,” the Association’s petition states.
Noted in the petition is a “final agency action” that occurred on June 29, well in advance of the final plan being released to the public or signed.
While copies of the final agreement were under lock and key in the U.S., apparently copies of the agreement and a notice of the signing had been widely circulated in Mexico and reported on in the days leading up to the signing.
After the agreement was signed, sources confirmed to Land Line Magazine that the Federal Motor Carrier Safety Administration immediately began accepting authority applications from Mexican motor carriers that want to participate in the program.
The Association has adamantly opposed opening the border because Mexico has failed to institute regulations and enforcement programs that are even remotely similar to those in the United States and because there would be no relevant corresponding reciprocity for U.S. truckers.
“People in Washington are constantly talking about two things these days: creating good jobs for Americans and cutting wasteful spending. This program does exactly the opposite for both,” Todd Spencer, executive vice president of OOIDA. “This program will jeopardize the livelihoods of tens of thousands of U.S.-based small business truckers and professional truck drivers and undermine the standard of living for the rest of the driver community.”
In the pending Federal Register notice detailing the final program, FMCSA officials repeatedly state that the agency is to regulate safety. Neither the economic impact on the trucking industry nor the environmental concerns raised by commenters were considered relevant arguments in the agency’s rebuttal comments, because the agency focuses on safety.
For example, when addressing the economic impact on the U.S. trucking industry and individual truckers, FMCSA officials simply stated that they do “not believe the pilot program will have a significant adverse impact on U.S. motor carriers or drivers.”
The agency followed up quickly by saying “it is important to note that FMCSA lacks the authority to alter the terms under which Mexico-domiciled motor carriers operate in the United States based on the possible economic impact of those motor carriers on U.S. motor carriers.”
Environmental arguments did not invoke significant response from the agency, either. The agency responded by simply stating that beyond what is in the Federal Motor Carrier Safety Regulations, the agency does not have authority to regulate environmental concerns. Those lie with the Environmental Protection Agency and that agency’s state counterparts.
When addressing issues the agency clearly has authority over – such as operating authority – the agency officials did little more than further muddy the waters as to the real intention of the final cross-border trucking agreement.
Essentially, the program differs little from the proposed program published in the Federal Register in April.
The program still allows for a three-tiered monitoring program tied to the Mexican motor carriers’ operating authority. The main point of contention and concern with that approach is that after 18 months of participation in the pilot program Mexican motor carriers would be eligible for “Stage 3” of the program.
Stage 3 of the pilot program “would begin for each motor carrier upon receipt of permanent operating authority,” according to the proposed program.
However, in the final program FMCSA officials contended the statement confused some, before stating simply: “if, at the end of 18-months of monitoring the motor carrier‘s most recent safety rating is satisfactory and the motor carrier does not have any pending enforcement or safety improvement actions, the Mexico-domiciled motor carrier’s provisional operating authority becomes permanent.”
The final plan does not outline any procedures for revoking permanent authority granted under the pilot program when the program ends.
In addition to what appears to be the prelude to a fully open border, U.S. taxpayers will continue to foot the bill on the electronic monitoring devices on Mexican trucks.
Agency officials continue to justify the expense by stating that under NAFTA, because U.S. truckers aren’t required to install and pay for the devices on U.S. trucks, the agency cannot require that of Mexico.
However, as OOIDA has repeatedly pointed out, the expense – and cost of the program – goes well beyond the monitoring of the trucks.
“U.S. taxpayers have already seen too much of their money wasted as our government has attempted to accommodate trucking companies from Mexico,” Spencer said.
Wednesday, July 6, 2011 – Despite promises of transparency, the U.S. Secretary of Transportation hopped a plane for Mexico early Wednesday morning and inked the cross-border trucking deal, without any advance notice or warning to the public or Congress.
“If the agreement is good for the U.S. why the hell is he (Secretary LaHood) sneaking down there to sign it?” said Jim Johnston, president of OOIDA. “So much for their supposed transparency. Why not let the public see the details before signing the agreement? Seems like the administration is dead set on caving to Mexico’s shakedown regardless of the costs to the American public and our tax coffers.”
The Owner-Operator Independent Drivers Association immediately filed a petition for review with the U.S. Court of Appeals for the D.C. Circuit. The Association is asking the court to review the program and to “enjoin, set-aside, suspend (in whole or in part) or determine the validity of the implementation of this program.”
“Implementation of the pilot program is arbitrary, capricious and abuse of discretion and otherwise not in accordance with law,” the Association’s petition states.
Noted in the petition is a “final agency action” that occurred on June 29, well in advance of the final plan being released to the public or signed.
While copies of the final agreement were under lock and key in the U.S., apparently copies of the agreement and a notice of the signing had been widely circulated in Mexico and reported on in the days leading up to the signing.
After the agreement was signed, sources confirmed to Land Line Magazine that the Federal Motor Carrier Safety Administration immediately began accepting authority applications from Mexican motor carriers that want to participate in the program.
The Association has adamantly opposed opening the border because Mexico has failed to institute regulations and enforcement programs that are even remotely similar to those in the United States and because there would be no relevant corresponding reciprocity for U.S. truckers.
“People in Washington are constantly talking about two things these days: creating good jobs for Americans and cutting wasteful spending. This program does exactly the opposite for both,” Todd Spencer, executive vice president of OOIDA. “This program will jeopardize the livelihoods of tens of thousands of U.S.-based small business truckers and professional truck drivers and undermine the standard of living for the rest of the driver community.”
In the pending Federal Register notice detailing the final program, FMCSA officials repeatedly state that the agency is to regulate safety. Neither the economic impact on the trucking industry nor the environmental concerns raised by commenters were considered relevant arguments in the agency’s rebuttal comments, because the agency focuses on safety.
For example, when addressing the economic impact on the U.S. trucking industry and individual truckers, FMCSA officials simply stated that they do “not believe the pilot program will have a significant adverse impact on U.S. motor carriers or drivers.”
The agency followed up quickly by saying “it is important to note that FMCSA lacks the authority to alter the terms under which Mexico-domiciled motor carriers operate in the United States based on the possible economic impact of those motor carriers on U.S. motor carriers.”
Environmental arguments did not invoke significant response from the agency, either. The agency responded by simply stating that beyond what is in the Federal Motor Carrier Safety Regulations, the agency does not have authority to regulate environmental concerns. Those lie with the Environmental Protection Agency and that agency’s state counterparts.
When addressing issues the agency clearly has authority over – such as operating authority – the agency officials did little more than further muddy the waters as to the real intention of the final cross-border trucking agreement.
Essentially, the program differs little from the proposed program published in the Federal Register in April.
The program still allows for a three-tiered monitoring program tied to the Mexican motor carriers’ operating authority. The main point of contention and concern with that approach is that after 18 months of participation in the pilot program Mexican motor carriers would be eligible for “Stage 3” of the program.
Stage 3 of the pilot program “would begin for each motor carrier upon receipt of permanent operating authority,” according to the proposed program.
However, in the final program FMCSA officials contended the statement confused some, before stating simply: “if, at the end of 18-months of monitoring the motor carrier‘s most recent safety rating is satisfactory and the motor carrier does not have any pending enforcement or safety improvement actions, the Mexico-domiciled motor carrier’s provisional operating authority becomes permanent.”
The final plan does not outline any procedures for revoking permanent authority granted under the pilot program when the program ends.
In addition to what appears to be the prelude to a fully open border, U.S. taxpayers will continue to foot the bill on the electronic monitoring devices on Mexican trucks.
Agency officials continue to justify the expense by stating that under NAFTA, because U.S. truckers aren’t required to install and pay for the devices on U.S. trucks, the agency cannot require that of Mexico.
However, as OOIDA has repeatedly pointed out, the expense – and cost of the program – goes well beyond the monitoring of the trucks.
“U.S. taxpayers have already seen too much of their money wasted as our government has attempted to accommodate trucking companies from Mexico,” Spencer said.
Wednesday, August 10, 2011
"Freight Broker Training" Will U.S. manufacturing step up?
By Patrick Burnson, Executive Editor
August 05, 2011
While the global economic crisis continues to capture mainstream business press headlines this week, one supply chain industry analyst reports that other recent trends bear watching.
According to Daniel J. Meckstroth, Ph.D., Chief Economist for the Manufacturers Alliance/MAPI, the ISM Index for July suggests a more complex recovery scenario:
“The Institute for Supply Management reports that its index of manufacturing activity was 50.9 percent for July, 4.4 percentage points less than the 55.3 percent seen in June. Fifty percent is the dividing line between expansion and contraction,” Meckstroth said. “Manufacturing posted very strong growth from January to April but the pace of growth has decelerated markedly since that time and appears to have nearly flattened out by July. Some of the late spring and early summer doldrums were caused by supply chain issues related to getting automotive and semiconductor imports from Japan, and transportation delays due to spring flooding in the Midwest. But the underlying problem is that the economy is growing very slowly. GDP was nearly unchanged in the first quarter (0.4 percent) and grew only at a 1.3 percent annual rate in the second quarter of 2011.
“Commodity inflation eroded consumers’ spendable incomes at a time when they were working through debt problems and state and local governments cut spending to solve budget problems,” he added. “Although the ISM report is gloomy, we expect manufacturing activity to improve. Motor vehicle production schedules are increasing as parts are more available and inventories remain low. In addition, business equipment spending has been, and is expected to remain, relatively strong. Profits are high and firms are willing to invest to upgrade their operations to take advantage of accelerated depreciation.”
August 05, 2011
While the global economic crisis continues to capture mainstream business press headlines this week, one supply chain industry analyst reports that other recent trends bear watching.
According to Daniel J. Meckstroth, Ph.D., Chief Economist for the Manufacturers Alliance/MAPI, the ISM Index for July suggests a more complex recovery scenario:
“The Institute for Supply Management reports that its index of manufacturing activity was 50.9 percent for July, 4.4 percentage points less than the 55.3 percent seen in June. Fifty percent is the dividing line between expansion and contraction,” Meckstroth said. “Manufacturing posted very strong growth from January to April but the pace of growth has decelerated markedly since that time and appears to have nearly flattened out by July. Some of the late spring and early summer doldrums were caused by supply chain issues related to getting automotive and semiconductor imports from Japan, and transportation delays due to spring flooding in the Midwest. But the underlying problem is that the economy is growing very slowly. GDP was nearly unchanged in the first quarter (0.4 percent) and grew only at a 1.3 percent annual rate in the second quarter of 2011.
“Commodity inflation eroded consumers’ spendable incomes at a time when they were working through debt problems and state and local governments cut spending to solve budget problems,” he added. “Although the ISM report is gloomy, we expect manufacturing activity to improve. Motor vehicle production schedules are increasing as parts are more available and inventories remain low. In addition, business equipment spending has been, and is expected to remain, relatively strong. Profits are high and firms are willing to invest to upgrade their operations to take advantage of accelerated depreciation.”
Saturday, August 6, 2011
"Freight"June Truck Tonnage Jumps 6.8%
June Truck Tonnage Jumps 6.8%
Transport Topics
Truck tonnage jumped 6.8 percent in June from a year ago, the largest year-over-year gain since an 8 percent surge in January, American Trucking Associations said July 26.
The increase followed a revised 3 percent year-over-year gain in May, ATA said in its monthly seasonally adjusted for-hire truck tonnage report. The gain was originally reported as a 2.7 percent increase.
Month-to-month, the index rose 2.8 percent in June, following a revised 2 percent decline in May that was originally reported as a 2.3 percent drop. Not seasonally adjusted tonnage rose 5.3 percent from May, ATA said.
The index came in at a reading of 115.8, up from 112.6 in May, with the year 2000 as a baseline reading of 100.
ATA Chief Economist Bob Costello said tonnage recovered all of its losses from April and May after a strong showing in June.
“After growing 5.5 percent in the first half of the year from the same period last year, the strength of truck tonnage in the second half will depend greatly on what manufacturing output does,” he said. “If manufacturing continues to grow stronger than GDP, I fully expect truck freight to do the same.”
ATA calculates the tonnage each month based on reports by its member trucking companies.
Transport Topics
Truck tonnage jumped 6.8 percent in June from a year ago, the largest year-over-year gain since an 8 percent surge in January, American Trucking Associations said July 26.
The increase followed a revised 3 percent year-over-year gain in May, ATA said in its monthly seasonally adjusted for-hire truck tonnage report. The gain was originally reported as a 2.7 percent increase.
Month-to-month, the index rose 2.8 percent in June, following a revised 2 percent decline in May that was originally reported as a 2.3 percent drop. Not seasonally adjusted tonnage rose 5.3 percent from May, ATA said.
The index came in at a reading of 115.8, up from 112.6 in May, with the year 2000 as a baseline reading of 100.
ATA Chief Economist Bob Costello said tonnage recovered all of its losses from April and May after a strong showing in June.
“After growing 5.5 percent in the first half of the year from the same period last year, the strength of truck tonnage in the second half will depend greatly on what manufacturing output does,” he said. “If manufacturing continues to grow stronger than GDP, I fully expect truck freight to do the same.”
ATA calculates the tonnage each month based on reports by its member trucking companies.
Friday, July 15, 2011
Freight Brokers 29 Questioning Tips
Freight Brokers 29 Questioning Tips
Freight Brokers Today, I'm borrowing from one of Art Sobczak blog posts and books to share 29 brief questioning tips with you. These come from Telephone Tips That SELL!- 501 How-To Ideas and Affirmations to Help You Get More Business By Phone.
(This book is in the Sales Book Bundle as part of my huge moving sale. That book alone is worth the price of the greatly discounted bundle, and you'll get FIVE other books1)
Here are the questioning tips:
1.Use "playback," or "parrot" questions to get more information. Simply repeat, as a question, the key part of what the speaker just told you: "You've been having delivery problems?"
2.Question "fuzzy phrases" for clarification. If they say, "We'll give it some consideration, let's stay in touch," ask what specifically they will consider, when you should speak again, and why that's a better time.
3.Ask them how they "feel" about an issue. That might give you more information than asking what they "think" about it.
4.The word "Oh?" can be one of your most powerful questions.
5.Probing technique after hearing just a vague comment: "Which means . . . what, exactly?"
6.Be specific when looking for information. Don't use words like "a lot," "often," "much." As in, "Does that happen a lot?" Instead say, "How many times per day does that happen?"
7.You can use statements to probe. For example, "Steve, your thoughts on what you'd like to see in a landscape plan will help me provide you with the best information."
8."I keep six honest serving men. Then taught me all I knew. Their names are What, Why, and When, and How, and Where and Who." Rudyard Kipling
9.Ask "assumptive-problem" questions that help you learn the details of their problems and needs. "Dale, about how often would you say your supervisors call in sick, when you feel they're really not?"
10.Get clarification on the fuzzy phrases. For example, what does, "We'll give it some consideration," really mean? Ask them, "That's good to hear. What, specifically will you be considering?"
11.Resist the tendency to jump into a presentation after uncovering just a sliver of a need. Continue questioning to further develop and embellish the need or problem.
12.If you get a question you'd prefer to defer until later, turn it around explaining why. "In order for me to quote you the very best price for the system that would meet your specific requirements, I'd like to learn a little more about . . ."
13.Use "loaded problem/benefit" questions. "Many of our customers found they were having problems getting their orders filled within seven days with the other service. What is your experience?"
14.When talking to a prospect who called you in response to your advertising, ask them, "What was it that caught your eye in the ad and prompted the phone call?" This can help you immediately zero in on their hot button
.
15.Before sending out information, ask, "Let's assume that you like what you see when you get it. What happens next?"
16.Use opposite choices when questioning to understand their desires. "Are you looking for deluxe office space in an office tower complex, or something more along the lines of an industrial park location?"
17.Avoid using the hanging "or . . ." when questioning, as in, "Is this something you'd use, or . . .?" It's confusing to the listener, and shows a lack of confidence. Just ask the question, then be silent.
18.Don't qualify your questions with wimpy words like, "I don't want to seem pushy, but . . .," or, "You might not want to answer this, but, . . ."
19.Any time you send out a sample or demo, always first ask, "What criteria will you use to evaluate it?"
20.With indecisive prospects you obviously have shown you can help, ask, "Pat, you're waiting for . . . what . . . . before we can work together?"
21.Avoid asking "What are your needs?" This expects them to do your job. Instead, pick out a specific need you can fill, and question about it: "What are you experiencing with downtime?"
22.Embellish the needs you uncover by layering more questions on their responses. For example, "And then what happened?" "What implications does that have on the other departments?" "How does that affect the bottom line?"
23.Question to learn the decision-making process: "What is the normal procedure at your company for making a decision like this?"
24.Help them imagine ownership, by saying, "Let's say you already owned this. How would you . . .?"
25.Whenever sending out a proposal, or when you're competing against other vendors for the business, ask, "What are the top three considerations you'll use to make your final decision?"
26.Any time you hear your prospect or customer mention someone else in the company with regards to what you're offering, ask them, "Oh, what do they do?" This helps you learn of all the players involved, and the process.
27.Customers buy based on value. But not what you think is value. It's what their perception of the value is. Ensure you know what they're looking for, then deliver it.
28.Avoid the use of "Really" as a question in response to their statements. It's meaningless, and annoying.
29.Ask prospects what criteria they used the last time they selected a supplier. Then ask if they learned anything useful from that process.
Freight Brokers Today, I'm borrowing from one of Art Sobczak blog posts and books to share 29 brief questioning tips with you. These come from Telephone Tips That SELL!- 501 How-To Ideas and Affirmations to Help You Get More Business By Phone.
(This book is in the Sales Book Bundle as part of my huge moving sale. That book alone is worth the price of the greatly discounted bundle, and you'll get FIVE other books1)
Here are the questioning tips:
1.Use "playback," or "parrot" questions to get more information. Simply repeat, as a question, the key part of what the speaker just told you: "You've been having delivery problems?"
2.Question "fuzzy phrases" for clarification. If they say, "We'll give it some consideration, let's stay in touch," ask what specifically they will consider, when you should speak again, and why that's a better time.
3.Ask them how they "feel" about an issue. That might give you more information than asking what they "think" about it.
4.The word "Oh?" can be one of your most powerful questions.
5.Probing technique after hearing just a vague comment: "Which means . . . what, exactly?"
6.Be specific when looking for information. Don't use words like "a lot," "often," "much." As in, "Does that happen a lot?" Instead say, "How many times per day does that happen?"
7.You can use statements to probe. For example, "Steve, your thoughts on what you'd like to see in a landscape plan will help me provide you with the best information."
8."I keep six honest serving men. Then taught me all I knew. Their names are What, Why, and When, and How, and Where and Who." Rudyard Kipling
9.Ask "assumptive-problem" questions that help you learn the details of their problems and needs. "Dale, about how often would you say your supervisors call in sick, when you feel they're really not?"
10.Get clarification on the fuzzy phrases. For example, what does, "We'll give it some consideration," really mean? Ask them, "That's good to hear. What, specifically will you be considering?"
11.Resist the tendency to jump into a presentation after uncovering just a sliver of a need. Continue questioning to further develop and embellish the need or problem.
12.If you get a question you'd prefer to defer until later, turn it around explaining why. "In order for me to quote you the very best price for the system that would meet your specific requirements, I'd like to learn a little more about . . ."
13.Use "loaded problem/benefit" questions. "Many of our customers found they were having problems getting their orders filled within seven days with the other service. What is your experience?"
14.When talking to a prospect who called you in response to your advertising, ask them, "What was it that caught your eye in the ad and prompted the phone call?" This can help you immediately zero in on their hot button
.
15.Before sending out information, ask, "Let's assume that you like what you see when you get it. What happens next?"
16.Use opposite choices when questioning to understand their desires. "Are you looking for deluxe office space in an office tower complex, or something more along the lines of an industrial park location?"
17.Avoid using the hanging "or . . ." when questioning, as in, "Is this something you'd use, or . . .?" It's confusing to the listener, and shows a lack of confidence. Just ask the question, then be silent.
18.Don't qualify your questions with wimpy words like, "I don't want to seem pushy, but . . .," or, "You might not want to answer this, but, . . ."
19.Any time you send out a sample or demo, always first ask, "What criteria will you use to evaluate it?"
20.With indecisive prospects you obviously have shown you can help, ask, "Pat, you're waiting for . . . what . . . . before we can work together?"
21.Avoid asking "What are your needs?" This expects them to do your job. Instead, pick out a specific need you can fill, and question about it: "What are you experiencing with downtime?"
22.Embellish the needs you uncover by layering more questions on their responses. For example, "And then what happened?" "What implications does that have on the other departments?" "How does that affect the bottom line?"
23.Question to learn the decision-making process: "What is the normal procedure at your company for making a decision like this?"
24.Help them imagine ownership, by saying, "Let's say you already owned this. How would you . . .?"
25.Whenever sending out a proposal, or when you're competing against other vendors for the business, ask, "What are the top three considerations you'll use to make your final decision?"
26.Any time you hear your prospect or customer mention someone else in the company with regards to what you're offering, ask them, "Oh, what do they do?" This helps you learn of all the players involved, and the process.
27.Customers buy based on value. But not what you think is value. It's what their perception of the value is. Ensure you know what they're looking for, then deliver it.
28.Avoid the use of "Really" as a question in response to their statements. It's meaningless, and annoying.
29.Ask prospects what criteria they used the last time they selected a supplier. Then ask if they learned anything useful from that process.
Freight Brokers 29 Questioning Tips
Freight Brokers Today, I'm borrowing from one of Art Sobczak blog posts and books to share 29 brief questioning tips with you. These come from Telephone Tips That SELL!- 501 How-To Ideas and Affirmations to Help You Get More Business By Phone.
(This book is in the Sales Book Bundle as part of my huge moving sale. That book alone is worth the price of the greatly discounted bundle, and you'll get FIVE other books1)
Here are the questioning tips:
1. Use "playback," or "parrot" questions to get more information. Simply repeat, as a question, the key part of what the speaker just told you: "You've been having delivery problems?"
2. Question "fuzzy phrases" for clarification. If they say, "We'll give it some consideration, let's stay in touch," ask what specifically they will consider, when you should speak again, and why that's a better time.
3. Ask them how they "feel" about an issue. That might give you more information than asking what they "think" about it.
4. The word "Oh?" can be one of your most powerful questions.
5. Probing technique after hearing just a vague comment: "Which means . . . what, exactly?"
6. Be specific when looking for information. Don't use words like "a lot," "often," "much." As in, "Does that happen a lot?" Instead say, "How many times per day does that happen?"
7. You can use statements to probe. For example, "Steve, your thoughts on what you'd like to see in a landscape plan will help me provide you with the best information."
8. "I keep six honest serving men. Then taught me all I knew. Their names are What, Why, and When, and How, and Where and Who." Rudyard Kipling
9. Ask "assumptive-problem" questions that help you learn the details of their problems and needs. "Dale, about how often would you say your supervisors call in sick, when you feel they're really not?"
10. Get clarification on the fuzzy phrases. For example, what does, "We'll give it some consideration," really mean? Ask them, "That's good to hear. What, specifically will you be considering?"
11. Resist the tendency to jump into a presentation after uncovering just a sliver of a need. Continue questioning to further develop and embellish the need or problem.
12. If you get a question you'd prefer to defer until later, turn it around explaining why. "In order for me to quote you the very best price for the system that would meet your specific requirements, I'd like to learn a little more about . . ."
13. Use "loaded problem/benefit" questions. "Many of our customers found they were having problems getting their orders filled within seven days with the other service. What is your experience?"
14. When talking to a prospect who called you in response to your advertising, ask them, "What was it that caught your eye in the ad and prompted the phone call?" This can help you immediately zero in on their hot button
.
15. Before sending out information, ask, "Let's assume that you like what you see when you get it. What happens next?"
16. Use opposite choices when questioning to understand their desires. "Are you looking for deluxe office space in an office tower complex, or something more along the lines of an industrial park location?"
17. Avoid using the hanging "or . . ." when questioning, as in, "Is this something you'd use, or . . .?" It's confusing to the listener, and shows a lack of confidence. Just ask the question, then be silent.
18. Don't qualify your questions with wimpy words like, "I don't want to seem pushy, but . . .," or, "You might not want to answer this, but, . . ."
19. Any time you send out a sample or demo, always first ask, "What criteria will you use to evaluate it?"
20. With indecisive prospects you obviously have shown you can help, ask, "Pat, you're waiting for . . . what . . . . before we can work together?"
21. Avoid asking "What are your needs?" This expects them to do your job. Instead, pick out a specific need you can fill, and question about it: "What are you experiencing with downtime?"
22. Embellish the needs you uncover by layering more questions on their responses. For example, "And then what happened?" "What implications does that have on the other departments?" "How does that affect the bottom line?"
23. Question to learn the decision-making process: "What is the normal procedure at your company for making a decision like this?"
24. Help them imagine ownership, by saying, "Let's say you already owned this. How would you . . .?"
25. Whenever sending out a proposal, or when you're competing against other vendors for the business, ask, "What are the top three considerations you'll use to make your final decision?"
26. Any time you hear your prospect or customer mention someone else in the company with regards to what you're offering, ask them, "Oh, what do they do?" This helps you learn of all the players involved, and the process.
27. Customers buy based on value. But not what you think is value. It's what their perception of the value is. Ensure you know what they're looking for, then deliver it.
28. Avoid the use of "Really" as a question in response to their statements. It's meaningless, and annoying.
29. Ask prospects what criteria they used the last time they selected a supplier. Then ask if they learned anything useful from that process.
(This book is in the Sales Book Bundle as part of my huge moving sale. That book alone is worth the price of the greatly discounted bundle, and you'll get FIVE other books1)
Here are the questioning tips:
1. Use "playback," or "parrot" questions to get more information. Simply repeat, as a question, the key part of what the speaker just told you: "You've been having delivery problems?"
2. Question "fuzzy phrases" for clarification. If they say, "We'll give it some consideration, let's stay in touch," ask what specifically they will consider, when you should speak again, and why that's a better time.
3. Ask them how they "feel" about an issue. That might give you more information than asking what they "think" about it.
4. The word "Oh?" can be one of your most powerful questions.
5. Probing technique after hearing just a vague comment: "Which means . . . what, exactly?"
6. Be specific when looking for information. Don't use words like "a lot," "often," "much." As in, "Does that happen a lot?" Instead say, "How many times per day does that happen?"
7. You can use statements to probe. For example, "Steve, your thoughts on what you'd like to see in a landscape plan will help me provide you with the best information."
8. "I keep six honest serving men. Then taught me all I knew. Their names are What, Why, and When, and How, and Where and Who." Rudyard Kipling
9. Ask "assumptive-problem" questions that help you learn the details of their problems and needs. "Dale, about how often would you say your supervisors call in sick, when you feel they're really not?"
10. Get clarification on the fuzzy phrases. For example, what does, "We'll give it some consideration," really mean? Ask them, "That's good to hear. What, specifically will you be considering?"
11. Resist the tendency to jump into a presentation after uncovering just a sliver of a need. Continue questioning to further develop and embellish the need or problem.
12. If you get a question you'd prefer to defer until later, turn it around explaining why. "In order for me to quote you the very best price for the system that would meet your specific requirements, I'd like to learn a little more about . . ."
13. Use "loaded problem/benefit" questions. "Many of our customers found they were having problems getting their orders filled within seven days with the other service. What is your experience?"
14. When talking to a prospect who called you in response to your advertising, ask them, "What was it that caught your eye in the ad and prompted the phone call?" This can help you immediately zero in on their hot button
.
15. Before sending out information, ask, "Let's assume that you like what you see when you get it. What happens next?"
16. Use opposite choices when questioning to understand their desires. "Are you looking for deluxe office space in an office tower complex, or something more along the lines of an industrial park location?"
17. Avoid using the hanging "or . . ." when questioning, as in, "Is this something you'd use, or . . .?" It's confusing to the listener, and shows a lack of confidence. Just ask the question, then be silent.
18. Don't qualify your questions with wimpy words like, "I don't want to seem pushy, but . . .," or, "You might not want to answer this, but, . . ."
19. Any time you send out a sample or demo, always first ask, "What criteria will you use to evaluate it?"
20. With indecisive prospects you obviously have shown you can help, ask, "Pat, you're waiting for . . . what . . . . before we can work together?"
21. Avoid asking "What are your needs?" This expects them to do your job. Instead, pick out a specific need you can fill, and question about it: "What are you experiencing with downtime?"
22. Embellish the needs you uncover by layering more questions on their responses. For example, "And then what happened?" "What implications does that have on the other departments?" "How does that affect the bottom line?"
23. Question to learn the decision-making process: "What is the normal procedure at your company for making a decision like this?"
24. Help them imagine ownership, by saying, "Let's say you already owned this. How would you . . .?"
25. Whenever sending out a proposal, or when you're competing against other vendors for the business, ask, "What are the top three considerations you'll use to make your final decision?"
26. Any time you hear your prospect or customer mention someone else in the company with regards to what you're offering, ask them, "Oh, what do they do?" This helps you learn of all the players involved, and the process.
27. Customers buy based on value. But not what you think is value. It's what their perception of the value is. Ensure you know what they're looking for, then deliver it.
28. Avoid the use of "Really" as a question in response to their statements. It's meaningless, and annoying.
29. Ask prospects what criteria they used the last time they selected a supplier. Then ask if they learned anything useful from that process.
Wednesday, July 13, 2011
Ethics Strategy to building a freight brokerage
Freight broker must consider three basic ethical standards in relationships between its business and its customers.
1. Ethics: We will comply with all laws, stay and treat our customers with honesty and integrity
2. Average Ethics: give the customer "fair exchange" — reasonable value for their dollars, no less,
3. Maximum Ethics: ask not how we can get more sales, but how we can give more and better service! This is the right question. The business owner who is constantly striving to better reward his customers for their patronage is taking the ethical high ground, and will be amply rewarded.
To many freight brokers, it's easier to look for their own best interest first and look to satisfy their own deniers first which makes the customers they deal with more skeptical than ever before and are rightfully suspicious of anything that seems too good to be true. Most customers appreciate honesty.
There's no mystery here. You and your staff need to brainstorm on how you would like to be treated, if you were a customer. Compile the longest, most detailed list of ideas about how you would most appreciate being treated and live by the list.
1. Ethics: We will comply with all laws, stay and treat our customers with honesty and integrity
2. Average Ethics: give the customer "fair exchange" — reasonable value for their dollars, no less,
3. Maximum Ethics: ask not how we can get more sales, but how we can give more and better service! This is the right question. The business owner who is constantly striving to better reward his customers for their patronage is taking the ethical high ground, and will be amply rewarded.
To many freight brokers, it's easier to look for their own best interest first and look to satisfy their own deniers first which makes the customers they deal with more skeptical than ever before and are rightfully suspicious of anything that seems too good to be true. Most customers appreciate honesty.
There's no mystery here. You and your staff need to brainstorm on how you would like to be treated, if you were a customer. Compile the longest, most detailed list of ideas about how you would most appreciate being treated and live by the list.
Friday, July 8, 2011
Risk of Freight Brokering
The risk in being a freight broker today is. Continuous growth in competition, providing the right service must become vital. The greatest single need is true old fashion customer service with honest integrity.
Freight brokers must understand having a good reputation is extremely important A Customer that has not used our service before is often nervous and requires a lot of hand-holding. Anything new or different makes the average customer tense and uneasy. This is why the new business relationships with your company, has to be presented as a natural extension of what the customer is already doing. Demonstrate and prove to your customer that they will be happy and satisfied. Tell stories about other happy customers. And provide the best customer service possible
Freight brokers must understand having a good reputation is extremely important A Customer that has not used our service before is often nervous and requires a lot of hand-holding. Anything new or different makes the average customer tense and uneasy. This is why the new business relationships with your company, has to be presented as a natural extension of what the customer is already doing. Demonstrate and prove to your customer that they will be happy and satisfied. Tell stories about other happy customers. And provide the best customer service possible
Risk of Freight Brokering
The risk in being a freight broker today is. Continuous growth in competition, providing the right service must become vital. The greatest single need is true old fashion customer service with honest integrity.
Freight brokers must understand having a good reputation is extremely important
A Customer that has not used our service before is often nervous and requires a lot of hand-holding. Anything new or different makes the average customer tense and uneasy. This is why the new business relationships with your company, has to be presented as a natural extension of what the customer is already doing. Demonstrate and prove to your customer that they will be happy and satisfied. Tell stories about other happy customers. And provide the best customer service possible
Freight brokers must understand having a good reputation is extremely important
A Customer that has not used our service before is often nervous and requires a lot of hand-holding. Anything new or different makes the average customer tense and uneasy. This is why the new business relationships with your company, has to be presented as a natural extension of what the customer is already doing. Demonstrate and prove to your customer that they will be happy and satisfied. Tell stories about other happy customers. And provide the best customer service possible
Thursday, June 23, 2011
This Way To Greatness
As a new freight broker you don’t have to be great to start, but you have to start to be great.
This is a profound observation.
I remember the way I started in the freight industry. I was so worried everything that I was not moving any freight.
Then one day I meet a someone that was a professional freight broker. I was inspired by what they had to say, and I became convinced that I could become a professional freight broker. I wanted to be the best broker I could possibly be, so I started to read and listen to what they had to say and put to practice the things they where teaching me. I overcame the fear and stepped out in faith. As a cumulative result of these actions, I started moving freight and slowly became a professional freight broker and moved over a million dollars in freight annually.
Follow this example and your future will be different and better than your past. The choice is yours. Make the right choice, and I’ll SEE YOU AT THE TOP!
Watch the Video
This is a profound observation.
I remember the way I started in the freight industry. I was so worried everything that I was not moving any freight.
Then one day I meet a someone that was a professional freight broker. I was inspired by what they had to say, and I became convinced that I could become a professional freight broker. I wanted to be the best broker I could possibly be, so I started to read and listen to what they had to say and put to practice the things they where teaching me. I overcame the fear and stepped out in faith. As a cumulative result of these actions, I started moving freight and slowly became a professional freight broker and moved over a million dollars in freight annually.
Follow this example and your future will be different and better than your past. The choice is yours. Make the right choice, and I’ll SEE YOU AT THE TOP!
Watch the Video
Wednesday, June 15, 2011
Freight Brokering is a cash business
You need much more cash than you think you will. Your shippers will be slow pay or no pay, and you have to pay the drivers in 30 days or less or be reported. That means you will be financing your shippers' freight to market -- plan for that before you start. One of the advantages of agency is the main company is the bank.
Subscribe to:
Posts (Atom)