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 broker training. Show all posts
Showing posts with label freight broker training. Show all posts
Tuesday, November 8, 2011
Sunday, November 6, 2011
"Freight Broker Training" If It’s up to Be, It’s Up to me
Freight Brokers Freight agents it is vital to understand that you are the vital aspect of your business you are the one that will Take Responsibility for Choices in your business
Read this article
a Freight Broker was one day talking with a friend that also had a freight brokerage when his friend began to mourn about his business, I can’t hold onto a client, I’m in debt up to my ears and will have to declare personal bankruptcy” he whimpered. “Where did I go wrong?”
When things go wrong, it’s easy to blame others. Blaming others for our difficulties is the easy way out. That’s why it’s so popular. Turn on any daytime talk show and you’ll find endless examples of people blaming everybody and everything for the way their lives have turned out.
But the happiest and most successful people – the leaders who get things done and get on with their lives — know that life is an endless series of choices, and take responsibility for these choices as well as the consequences of their actions. Leaders choose to control their destiny so fate and others don’t. They believe that choice more than chance determines their circumstances. Even in circumstances for which they’re not responsible, they still take responsibility for their actions.
Leaders recognize that they have control and choice over a number of key factors:
Choose Not to Lose – Whether we choose to focus on our problems or our possibilities is a key leadership issue. When we are faced with obstacles and failure, those who can overcome adversity and learn from their experiences, turning them into opportunities, are the ones who will be truly successful.
Perceived Reality – Most so-called “facts” are open to interpretation and are highly dependent upon what’s being read into them. We don’t see the world as it is, we see it as we are. Too often, we let our problems trap us deep inside our own “reality rut”. As long as we’re stuck there, we can’t see out of the rut to the possibilities beyond.
Choosing Our Outlook – An optimist expects the best possible outcome and dwells on the most hopeful aspects of a situation. Pessimists stress the negative and take the gloomiest possible view. And while we may have been given a tendency toward optimism or pessimism at birth or from our upbringing, we decide what we want to be from today forward.
Choosing To Let Go of Deadly Emotions – Another milestone in our growth is when we accept responsibility for our emotions. It’s less painful to believe that anger, jealousy, or bitterness are somebody else’s fault or beyond our control. But that makes us prisoners of our emotions. We stew in our deadly emotions. For our own health and happiness, we must exercise our choice to let go. No matter how long we nurse a grudge, it won’t get better. We need to truly forgive and forget. Forgiveness is not for the other guy, it is for ourselves.
Choosing Our Thoughts – In his 19th century Journals, Ralph Waldo Emerson wrote, “Life consists of what a man is thinking of all day.” If we continue to think like we’ve always thought, we’ll continue to get what we’ve always got. Our daily thought choices translate into our daily actions. Our actions accumulate to form our habits. Our habits form our character. Our character attracts our circumstances. Our circumstances determine our future… Taking responsibility for our choices starts with choosing our thoughts.
Leaders realize that life accumulates; the choices we make – good and bad – are like deposits in a bank account. Over the years we can build up a wealth of success and happiness or a deficit of despair and discouragement. It’s up to us. As with any active bank account, few of these choice accumulations are permanent. However, the longer we allow poor choices to accumulate, the more time and effort will be needed to shift that balance. Now is the time for action. There’s still time. If not now, when?
Read this article
a Freight Broker was one day talking with a friend that also had a freight brokerage when his friend began to mourn about his business, I can’t hold onto a client, I’m in debt up to my ears and will have to declare personal bankruptcy” he whimpered. “Where did I go wrong?”
When things go wrong, it’s easy to blame others. Blaming others for our difficulties is the easy way out. That’s why it’s so popular. Turn on any daytime talk show and you’ll find endless examples of people blaming everybody and everything for the way their lives have turned out.
But the happiest and most successful people – the leaders who get things done and get on with their lives — know that life is an endless series of choices, and take responsibility for these choices as well as the consequences of their actions. Leaders choose to control their destiny so fate and others don’t. They believe that choice more than chance determines their circumstances. Even in circumstances for which they’re not responsible, they still take responsibility for their actions.
Leaders recognize that they have control and choice over a number of key factors:
Choose Not to Lose – Whether we choose to focus on our problems or our possibilities is a key leadership issue. When we are faced with obstacles and failure, those who can overcome adversity and learn from their experiences, turning them into opportunities, are the ones who will be truly successful.
Perceived Reality – Most so-called “facts” are open to interpretation and are highly dependent upon what’s being read into them. We don’t see the world as it is, we see it as we are. Too often, we let our problems trap us deep inside our own “reality rut”. As long as we’re stuck there, we can’t see out of the rut to the possibilities beyond.
Choosing Our Outlook – An optimist expects the best possible outcome and dwells on the most hopeful aspects of a situation. Pessimists stress the negative and take the gloomiest possible view. And while we may have been given a tendency toward optimism or pessimism at birth or from our upbringing, we decide what we want to be from today forward.
Choosing To Let Go of Deadly Emotions – Another milestone in our growth is when we accept responsibility for our emotions. It’s less painful to believe that anger, jealousy, or bitterness are somebody else’s fault or beyond our control. But that makes us prisoners of our emotions. We stew in our deadly emotions. For our own health and happiness, we must exercise our choice to let go. No matter how long we nurse a grudge, it won’t get better. We need to truly forgive and forget. Forgiveness is not for the other guy, it is for ourselves.
Choosing Our Thoughts – In his 19th century Journals, Ralph Waldo Emerson wrote, “Life consists of what a man is thinking of all day.” If we continue to think like we’ve always thought, we’ll continue to get what we’ve always got. Our daily thought choices translate into our daily actions. Our actions accumulate to form our habits. Our habits form our character. Our character attracts our circumstances. Our circumstances determine our future… Taking responsibility for our choices starts with choosing our thoughts.
Leaders realize that life accumulates; the choices we make – good and bad – are like deposits in a bank account. Over the years we can build up a wealth of success and happiness or a deficit of despair and discouragement. It’s up to us. As with any active bank account, few of these choice accumulations are permanent. However, the longer we allow poor choices to accumulate, the more time and effort will be needed to shift that balance. Now is the time for action. There’s still time. If not now, when?
Saturday, November 5, 2011
The Keys to an Unstoppable Drive
Freight Broker/Freight Agents the following is Good stuff, a motto to be followed if you are to one day see yourself at the top you must learn to never give up as there is always room for folks with drive and ambition. It takes an inner self to push and find yourself with the extra drive to make it in this industry so here is a good s
Articles By Tim Taylor \ The Keys to an Unstoppable Drive
“Sometime back in the mid 80’s I was invited to attend a sales seminar hosted by Don Beveridgeand I was fortunatein that I got the chance to sit in on the seminar and I found it to be a memorable experience. He was motivated and his sales motivational points were strong. The ideas he shared with the audience, with a little bit of license on my part, went something like this: You wake-up at 5am, from 5-7am, you plan your day, every hour. Be in the office by 7am and by 9am get out and prospect and be in the community. At 5pm get back to the office to do your follow-up with all your prospective clients. From 7pm – 9pm you do your administrative work. After that, get into bed so you’re ready for 5am again. I heard at least two old saws proclaim, “this guy is nuts”. I thought so too but in a good way.
There were about 200 transportation sales people in attendance, many of which were inspired by his ideas. And my guess is that many of the salesmen (there weren’t many women selling freight in those days) took action after that day because they wanted his results. So they probably started getting up at 5am and arrived at the office at 7am and they started making the cold calls they normally weren’t making. But pretty soon, within a few days or weeks, most would probably stop and resume their old ways. Their activity levels go back to normal. Why? Because their productivity rose above their self-image and their self-image squashed their productivity down within their comfort level; a level consistent with their self-image. They took an afternoon off here and there, maybe they watched Oprah, maybe Jerry Springer; hung out in a bar commiserating with other freight solicitors, it was hard to say. It could be their actions were becoming inconsistent with their self-image.
Today many will talk about balance in life, those are thoughts best left to the idealists and those who believe the system is rigged and we ought to spread the wealth. I believe there is a place for balance all right, mine is in balancing the checkbook and my family life. Making a difference in your life and the lives of those who depend on you is, on its own, balance. The checkbook and family unit satisfaction areonly the scorecards. If your checkbook and family life is where you think it should be, you’re doing fine and don’t need to go further unless you think you can in which case you haven’t set you goals high enough.
You will always perform at a level equal to your self-image. Our self-image is the portrait we have of ourselves. It’s the picture we’ve created about our self and is commonly based on past experiences and environmental influences. So if a new desire for improvement is introduced and it conflicts with our current self-image, it is doomed to fail. I guess I was fortunate in that I had a very successful family and couldn’t envision anything other than success.
Our actions, behaviors and yes our discipline, are all heavily influenced by our self-image. Even if you force yourself via will power to do things beyond your self-image, you won’t be able to sustain it for very long. You will go back to the old behaviors consistent with your own self-belief because you believe it and you act from this belief. What caused the Ali’s, Jordan’s, and the Annika Sorenstam’s of the world to work as hard as they did? What causes the top 1% in selling to consistently sustain their mind-boggling activity levels? Answer for all: their self-image. If you watched Tiger’s meltdown in the last couple of years and its subsequent effect on his golf course performance, you can see what a blow to self-esteem can do, even if it was of his own making.
Major changes occur in income, production and satisfaction for the average salesperson (in fact all people)when they understand the importance of evaluating, changing and elevating their self-image. Agents comfortable with small and average client sizes but nervous and fearful with the high-end clients, who learn to grow their self-portrait become more confident and succeed in the large client arena..Lets not get into a discussion of which type of client you can make the most money on because you can make plenty off big clients if you set it up right and if you set it up right, it won’t be you doing the dispatching.
Speaking of dispatching; agents who are most comfortable working dispatching tasks instead of leading a group of dispatchers are destined to confine themselves to a dispatchers wage. Not that there is anything wrong with dispatching and if that is what you want to be good at, then be the best.There are many hourly pay rates in business; the highest belong to those who can lead other people in a desperate charge to the top. Job satisfaction is relevant to the position desired and the execution of satisfying your self-image. Life satisfaction is relevant to that self-image and the life that image confines us to.
As we raise our self-image we raise our expectations, behaviors and the discipline we bring to our activities. Learning to change behavior permanently is one of the most important skills a person can develop in their life. Without this skill, any self-improvement intention will result in failure and frustration. All we need to do is to change the portrait by investing time and energy with guidance through learning.
Our self-image is held in our subconscious mind. This is the inside part of our brain where all of our habits and beliefs are stored. Many estimates in the field of psychology suggest we are only utilizing a small part of our brain – generally 5% to 10%. Which means that nearly 90% is untapped and waiting to serve us. Our subconscious mind is this under-utilized resource. It’s the part of the brain that allows our body to do things naturally and consistently with such ease and proficiency that our conscious mind could never match.
Great things that seem impossible become possible when we learn to communicate to and from our subconscious mind. Here’s how: when a thought and feelings match, and are focused on over and over again, it becomes accepted by the subconscious mind. When we add pictures or visualization, which match this thought/feeling combination, we are actually changing our self-image with a new self-belief. Our self-image is only communicated to in pictures, hence the term self-image. When this ‘pictured thought with feeling’ intention is accepted by the subconscious mind it becomes a belief that executes itself automatically.
Follow these steps to a new level of discipline by changing your self-image:
Step one: Decide exactly what you want. This is critical. Is it a habit change you’re after or how about a new goal? Whatever it is, be crystal clear on the outcome you desire.
Step two: Determine the activities that would lead to this outcome. This is an easy step; just determine what you would need to be doing in order for this result to come naturally. It’s simple cause and effect. For this step, make sure you choose activities that you could see yourself doing. There are often many ways to an outcome. Avoid the activities that don’t fit your personality, but make sure the one’s you do choose will ensure your goal.
Step three: Invest 20 minutes a day in focused quiet time, Ten minutes in the a.m. and 10 minutes in the p.m. Here is the place you need to invest the time and energy. In this time, find a quiet place in which you will not be interrupted and close your eyes. With eyes closed, put your attention on the goal. With thoughts on the goal, see yourself doing these activities with ease day in and day out.
Picture yourself becoming proficient at these activities. Bring in more and more clarity to the picture every time you do this. Visualize the time of day and the reaction from those around you. The more detailed the better! And finally feel the feelings you would feel, as you would engage in these activities; also feel the feelings, with intensity, that you would feel accomplishing this goal. See yourself actually doing the deal!
Driven people produce record results because of their belief in themselves. They grew their self-image by this ‘pictured thought with feeling’ process. Many probably didn’t even realize they were doing it. Whether they intended to or not doesn’t really matter because this is how it works and it can work for anyone.
Apply this process and remember the importance of vivid pictures and concentrated feeling. Do this and you’ll never again have to be stuck in undesirable patterns from your past. With new information can come new results.
We’re only here for a visit. If you want to make a difference, you already have. There is nothing a tantalizingly close as a dream.
Articles By Tim Taylor \ The Keys to an Unstoppable Drive
“Sometime back in the mid 80’s I was invited to attend a sales seminar hosted by Don Beveridgeand I was fortunatein that I got the chance to sit in on the seminar and I found it to be a memorable experience. He was motivated and his sales motivational points were strong. The ideas he shared with the audience, with a little bit of license on my part, went something like this: You wake-up at 5am, from 5-7am, you plan your day, every hour. Be in the office by 7am and by 9am get out and prospect and be in the community. At 5pm get back to the office to do your follow-up with all your prospective clients. From 7pm – 9pm you do your administrative work. After that, get into bed so you’re ready for 5am again. I heard at least two old saws proclaim, “this guy is nuts”. I thought so too but in a good way.
There were about 200 transportation sales people in attendance, many of which were inspired by his ideas. And my guess is that many of the salesmen (there weren’t many women selling freight in those days) took action after that day because they wanted his results. So they probably started getting up at 5am and arrived at the office at 7am and they started making the cold calls they normally weren’t making. But pretty soon, within a few days or weeks, most would probably stop and resume their old ways. Their activity levels go back to normal. Why? Because their productivity rose above their self-image and their self-image squashed their productivity down within their comfort level; a level consistent with their self-image. They took an afternoon off here and there, maybe they watched Oprah, maybe Jerry Springer; hung out in a bar commiserating with other freight solicitors, it was hard to say. It could be their actions were becoming inconsistent with their self-image.
Today many will talk about balance in life, those are thoughts best left to the idealists and those who believe the system is rigged and we ought to spread the wealth. I believe there is a place for balance all right, mine is in balancing the checkbook and my family life. Making a difference in your life and the lives of those who depend on you is, on its own, balance. The checkbook and family unit satisfaction areonly the scorecards. If your checkbook and family life is where you think it should be, you’re doing fine and don’t need to go further unless you think you can in which case you haven’t set you goals high enough.
You will always perform at a level equal to your self-image. Our self-image is the portrait we have of ourselves. It’s the picture we’ve created about our self and is commonly based on past experiences and environmental influences. So if a new desire for improvement is introduced and it conflicts with our current self-image, it is doomed to fail. I guess I was fortunate in that I had a very successful family and couldn’t envision anything other than success.
Our actions, behaviors and yes our discipline, are all heavily influenced by our self-image. Even if you force yourself via will power to do things beyond your self-image, you won’t be able to sustain it for very long. You will go back to the old behaviors consistent with your own self-belief because you believe it and you act from this belief. What caused the Ali’s, Jordan’s, and the Annika Sorenstam’s of the world to work as hard as they did? What causes the top 1% in selling to consistently sustain their mind-boggling activity levels? Answer for all: their self-image. If you watched Tiger’s meltdown in the last couple of years and its subsequent effect on his golf course performance, you can see what a blow to self-esteem can do, even if it was of his own making.
Major changes occur in income, production and satisfaction for the average salesperson (in fact all people)when they understand the importance of evaluating, changing and elevating their self-image. Agents comfortable with small and average client sizes but nervous and fearful with the high-end clients, who learn to grow their self-portrait become more confident and succeed in the large client arena..Lets not get into a discussion of which type of client you can make the most money on because you can make plenty off big clients if you set it up right and if you set it up right, it won’t be you doing the dispatching.
Speaking of dispatching; agents who are most comfortable working dispatching tasks instead of leading a group of dispatchers are destined to confine themselves to a dispatchers wage. Not that there is anything wrong with dispatching and if that is what you want to be good at, then be the best.There are many hourly pay rates in business; the highest belong to those who can lead other people in a desperate charge to the top. Job satisfaction is relevant to the position desired and the execution of satisfying your self-image. Life satisfaction is relevant to that self-image and the life that image confines us to.
As we raise our self-image we raise our expectations, behaviors and the discipline we bring to our activities. Learning to change behavior permanently is one of the most important skills a person can develop in their life. Without this skill, any self-improvement intention will result in failure and frustration. All we need to do is to change the portrait by investing time and energy with guidance through learning.
Our self-image is held in our subconscious mind. This is the inside part of our brain where all of our habits and beliefs are stored. Many estimates in the field of psychology suggest we are only utilizing a small part of our brain – generally 5% to 10%. Which means that nearly 90% is untapped and waiting to serve us. Our subconscious mind is this under-utilized resource. It’s the part of the brain that allows our body to do things naturally and consistently with such ease and proficiency that our conscious mind could never match.
Great things that seem impossible become possible when we learn to communicate to and from our subconscious mind. Here’s how: when a thought and feelings match, and are focused on over and over again, it becomes accepted by the subconscious mind. When we add pictures or visualization, which match this thought/feeling combination, we are actually changing our self-image with a new self-belief. Our self-image is only communicated to in pictures, hence the term self-image. When this ‘pictured thought with feeling’ intention is accepted by the subconscious mind it becomes a belief that executes itself automatically.
Follow these steps to a new level of discipline by changing your self-image:
Step one: Decide exactly what you want. This is critical. Is it a habit change you’re after or how about a new goal? Whatever it is, be crystal clear on the outcome you desire.
Step two: Determine the activities that would lead to this outcome. This is an easy step; just determine what you would need to be doing in order for this result to come naturally. It’s simple cause and effect. For this step, make sure you choose activities that you could see yourself doing. There are often many ways to an outcome. Avoid the activities that don’t fit your personality, but make sure the one’s you do choose will ensure your goal.
Step three: Invest 20 minutes a day in focused quiet time, Ten minutes in the a.m. and 10 minutes in the p.m. Here is the place you need to invest the time and energy. In this time, find a quiet place in which you will not be interrupted and close your eyes. With eyes closed, put your attention on the goal. With thoughts on the goal, see yourself doing these activities with ease day in and day out.
Picture yourself becoming proficient at these activities. Bring in more and more clarity to the picture every time you do this. Visualize the time of day and the reaction from those around you. The more detailed the better! And finally feel the feelings you would feel, as you would engage in these activities; also feel the feelings, with intensity, that you would feel accomplishing this goal. See yourself actually doing the deal!
Driven people produce record results because of their belief in themselves. They grew their self-image by this ‘pictured thought with feeling’ process. Many probably didn’t even realize they were doing it. Whether they intended to or not doesn’t really matter because this is how it works and it can work for anyone.
Apply this process and remember the importance of vivid pictures and concentrated feeling. Do this and you’ll never again have to be stuck in undesirable patterns from your past. With new information can come new results.
We’re only here for a visit. If you want to make a difference, you already have. There is nothing a tantalizingly close as a dream.
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.
Thursday, October 20, 2011
"Freight Broker Training" Tips for a Successful Sales Call
freight brokers & freight agents I have always believed the way to be on top is to follow simple steps and stay positive at all times.Too many people in freight broker business look at the telephone as an anchor--that's how they feel about lifting it when they have to make outgoing calls to potential clients. For some, you'd think it was covered with spiders or that it might electrocute them if they touch it. That reaction revolves around the fear of rejection. Granted, not too many freight brokers or freight agents are brave enough to willingly put themselves in a position to be rejected. However, those who do will find all sorts of long-term rewards for the temporary pain they'll experience.
With the right attitude and by paying close attention to what happens, each rejection you deal with will be a learning experience. You'll learn what not to say and when not to call. The key here is to turn that around so you can master what to say and when to call. With every rejection, you'll want to take a quick moment to analyze the situation in order to benefit from it. Rather than letting it ruin your attitude for the next call, you should find yourself saying, "Well, that didn't work. What's a better way to say it?"
With proper fine-tuning, you'll soon find your calls being well received and you'll experience fewer rejections. To save you some time on this learning curve, here are aome points you need to consider before making any business calls.
1. Develop a professional greeting.
2. Introduce yourself and your company.
3. Express gratitude.
4. State the purpose of your call.
5. Get a confirmation will they use me Yes or No
6. Thank them for their time
Success in selling starts with You!
Believe that you will be successful
"Whether You Believe You Can or You Can't - You Are Right!"
Henry Ford gave us that quote, and it rings true for every aspect of our lives. Belief is the most important category in all areas of life. Without it, the other categories would be meaningless. Belief is why the greatest freight brokers in the world have no clue that they are selling anything. This is because when you believe in something so much, you can not help but to tell people about it. It will come naturally to you, and you will not be nervous.
You must be able to find a way to get to believe that much in your services, to be successful on a sales call. Belief will give you the confidence, enthusiasm, and focus that you need in order to be successful in anything in your life , not just sales calls.
Confidence To Make a Sales Call
Confidence is required, in order to make a successful sales call. You must have confidence in a number of different areas such as, confidence in your products, confidence in your service, and confidence in your price.
Confidence In Your Products
Having confidence in your products means that you are confident that the products that you are selling will work well with your customers needs. Remember, just because your products are high in quality does not mean that they will work in any given situation. You must be able to confidently deduce exactly what your customer wants and find a way to make it happen!
Get Creative.
Have confidence In Your Service
This is the second area that you must be confident in, in order to conduct a successful sales call. When making a sales call, you are the face of not only your company, but also yourself. That being said, make sure you show them your best. Make sure to let them know that they will be in good hands if they give you their business. Let them know that you want it, and will do anything in your power to take care of them. The only way that you can do this is to be confident in your company's ability.
Show enthusiasm During A Sales Call
Legitimate enthusiasm will come naturally during a sales call if you already have belief in your service and the confidence that it will work for your customer. This does not mean that you cannot get better at controlling your enthusiasm.
Training your enthusiasm is fun and easy to learn. The secret is to think of all the things that make you and company great. Think of past experiences and what you have done for other clients.
Stay focused On Your Customer
Focus is our final category for the success of a sales call. You must be focused at all times on what the customer wants. As a salesman myself, I know how difficult this can be when you are listening and want to make suggestions on the fly.
Focus on your customers current situation, and not on your own agenda during the sales call. Do not make suggestions during the sales call until you have had a chance to thoroughly think your strategy through. Make sure that the customer knows that you are there for his interests, instead of your own and you will eventually win their trust.
This can be anything from getting to eat at a restaurant that you want or convincing somebody of an idea that you have. You never stop selling. Now let these past experiences come in and go out of your mind. Gradually speed up all the successes you can think of and fill your mind with success. After you finish this exercise, your enthusiasm will be increased. This is a great exercise to perform while travelling to the sales call.
With the right attitude and by paying close attention to what happens, each rejection you deal with will be a learning experience. You'll learn what not to say and when not to call. The key here is to turn that around so you can master what to say and when to call. With every rejection, you'll want to take a quick moment to analyze the situation in order to benefit from it. Rather than letting it ruin your attitude for the next call, you should find yourself saying, "Well, that didn't work. What's a better way to say it?"
With proper fine-tuning, you'll soon find your calls being well received and you'll experience fewer rejections. To save you some time on this learning curve, here are aome points you need to consider before making any business calls.
1. Develop a professional greeting.
2. Introduce yourself and your company.
3. Express gratitude.
4. State the purpose of your call.
5. Get a confirmation will they use me Yes or No
6. Thank them for their time
Success in selling starts with You!
Believe that you will be successful
"Whether You Believe You Can or You Can't - You Are Right!"
Henry Ford gave us that quote, and it rings true for every aspect of our lives. Belief is the most important category in all areas of life. Without it, the other categories would be meaningless. Belief is why the greatest freight brokers in the world have no clue that they are selling anything. This is because when you believe in something so much, you can not help but to tell people about it. It will come naturally to you, and you will not be nervous.
You must be able to find a way to get to believe that much in your services, to be successful on a sales call. Belief will give you the confidence, enthusiasm, and focus that you need in order to be successful in anything in your life , not just sales calls.
Confidence To Make a Sales Call
Confidence is required, in order to make a successful sales call. You must have confidence in a number of different areas such as, confidence in your products, confidence in your service, and confidence in your price.
Confidence In Your Products
Having confidence in your products means that you are confident that the products that you are selling will work well with your customers needs. Remember, just because your products are high in quality does not mean that they will work in any given situation. You must be able to confidently deduce exactly what your customer wants and find a way to make it happen!
Get Creative.
Have confidence In Your Service
This is the second area that you must be confident in, in order to conduct a successful sales call. When making a sales call, you are the face of not only your company, but also yourself. That being said, make sure you show them your best. Make sure to let them know that they will be in good hands if they give you their business. Let them know that you want it, and will do anything in your power to take care of them. The only way that you can do this is to be confident in your company's ability.
Show enthusiasm During A Sales Call
Legitimate enthusiasm will come naturally during a sales call if you already have belief in your service and the confidence that it will work for your customer. This does not mean that you cannot get better at controlling your enthusiasm.
Training your enthusiasm is fun and easy to learn. The secret is to think of all the things that make you and company great. Think of past experiences and what you have done for other clients.
Stay focused On Your Customer
Focus is our final category for the success of a sales call. You must be focused at all times on what the customer wants. As a salesman myself, I know how difficult this can be when you are listening and want to make suggestions on the fly.
Focus on your customers current situation, and not on your own agenda during the sales call. Do not make suggestions during the sales call until you have had a chance to thoroughly think your strategy through. Make sure that the customer knows that you are there for his interests, instead of your own and you will eventually win their trust.
This can be anything from getting to eat at a restaurant that you want or convincing somebody of an idea that you have. You never stop selling. Now let these past experiences come in and go out of your mind. Gradually speed up all the successes you can think of and fill your mind with success. After you finish this exercise, your enthusiasm will be increased. This is a great exercise to perform while travelling to the sales call.
Friday, October 14, 2011
"Freight Broker Training" Dispatch softwaer
It is a Good for a freight broker to understand how dispatch programs work here at A1 we suggest the you have a good dispatch system and advise you to take a look at Load Pilot they offer a free 30 day trial and are a top notch dispatch system for brokering.
Commercial Vehicle Operations is an application of Intelligent Transportation Systems for trucks.
A typical system would be purchased by the managers of a trucking company. It would have a satellite navigation system, a small computer and a digital radio in each truck. Every fifteen minutes the computer transmits where the truck has been. The digital radio service forwards the data to the central office of the trucking company. A computer system in the central office manages the fleet in real time under control of a team of dispatchers.
In this way, the central office knows where its trucks are. The company tracks individual loads by using barcoded containers and pallets to track loads combined into a larger container. To minimize handling-expense, damage and waste of vehicle capacity, optimal-sized pallets are often constructed at distribution points to go to particular destinations.
A good load-tracking system will help deliver more than 95% of its loads via truck, on planned schedules. If a truck gets off its route, or is delayed, the truck can be diverted to a better route, or urgent loads that are likely to be late can be diverted to air freight. This allows a trucking company to deliver a true premium service at only slightly higher cost. The best proprietary systems, such as the one operated by FedEx, achieve better than 99.999% on-time delivery.
Load-tracking systems use queuing theory, linear programming and minimum spanning tree logic to predict and improve arrival times. The exact means of combining these are usually secret recipes deeply hidden in the software. The basic scheme is that hypothetical routes are constructed by combining road segments, and then poor ones are eliminated using linear programming.
The controlled routes allow a truck to avoid heavy traffic caused by rush-hour, accidents or road-work. Increasingly, governments are providing digital notification when roadways are known to have reduced capacity.
A good system lets the computer, dispatcher and driver collaborate on finding a good route, or a method to move the load. One special value is that the computer can automatically eliminate routes over roads that cannot take the weight of the truck, or that have overhead obstructions.
Usually, the drivers log into the system. The system helps remind a driver to rest. Rested drivers operate the truck more skillfully and safely.
When these systems were first introduced, some drivers resisted them, viewing them as a way for management to spy on the driver.
A well-managed intelligent transportation system provides drivers with huge amounts of help. It gives them a view of their own load and the network of roadways.
Components of CVO include:
Fleet Administration
Freight Administration
Electronic Clearance
Commercial Vehicle Administrative Processes
International Border Crossing Clearance
Weigh-In-Motion (WIM)
Roadside CVO Safety
On-Board Safety Monitoring
CVO Fleet Maintenance
Hazardous Material Planning and Incident Response
Freight In-Transit Monitoring
Freight Terminal Management
Commercial Vehicle Operations is an application of Intelligent Transportation Systems for trucks.
A typical system would be purchased by the managers of a trucking company. It would have a satellite navigation system, a small computer and a digital radio in each truck. Every fifteen minutes the computer transmits where the truck has been. The digital radio service forwards the data to the central office of the trucking company. A computer system in the central office manages the fleet in real time under control of a team of dispatchers.
In this way, the central office knows where its trucks are. The company tracks individual loads by using barcoded containers and pallets to track loads combined into a larger container. To minimize handling-expense, damage and waste of vehicle capacity, optimal-sized pallets are often constructed at distribution points to go to particular destinations.
A good load-tracking system will help deliver more than 95% of its loads via truck, on planned schedules. If a truck gets off its route, or is delayed, the truck can be diverted to a better route, or urgent loads that are likely to be late can be diverted to air freight. This allows a trucking company to deliver a true premium service at only slightly higher cost. The best proprietary systems, such as the one operated by FedEx, achieve better than 99.999% on-time delivery.
Load-tracking systems use queuing theory, linear programming and minimum spanning tree logic to predict and improve arrival times. The exact means of combining these are usually secret recipes deeply hidden in the software. The basic scheme is that hypothetical routes are constructed by combining road segments, and then poor ones are eliminated using linear programming.
The controlled routes allow a truck to avoid heavy traffic caused by rush-hour, accidents or road-work. Increasingly, governments are providing digital notification when roadways are known to have reduced capacity.
A good system lets the computer, dispatcher and driver collaborate on finding a good route, or a method to move the load. One special value is that the computer can automatically eliminate routes over roads that cannot take the weight of the truck, or that have overhead obstructions.
Usually, the drivers log into the system. The system helps remind a driver to rest. Rested drivers operate the truck more skillfully and safely.
When these systems were first introduced, some drivers resisted them, viewing them as a way for management to spy on the driver.
A well-managed intelligent transportation system provides drivers with huge amounts of help. It gives them a view of their own load and the network of roadways.
Components of CVO include:
Fleet Administration
Freight Administration
Electronic Clearance
Commercial Vehicle Administrative Processes
International Border Crossing Clearance
Weigh-In-Motion (WIM)
Roadside CVO Safety
On-Board Safety Monitoring
CVO Fleet Maintenance
Hazardous Material Planning and Incident Response
Freight In-Transit Monitoring
Freight Terminal Management
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
Monday, October 10, 2011
6 Ways Freight Brokers/Agents Can Increase Carrier Capacity
This is a fantastic article by Denis Brown of LDI once again he has done a fantasitic Job at showing what a top notch broker should do.
If you are like most freight brokers or freight agents I talk to, finding trucks can be a real challenge these days. The fact is, not all freight is created equally and neither are all brokers. There are times when carriers are tripping over one another to take your loads and other times the silence is deafening.
So what’s the secret to finding and retaining truck capacity? The fact is there is no secret, there are no magic bullets, there are just basic business principles that successful freight brokers and freight agents use to stand out from the crowd.
1) Be an investor and focus on building relationships with carriers and drivers before you need them, rather than just focusing on only one load at a time. Ask carriers how you can help them grow their business and always try to think long term while balancing your short term needs.
2) Utilize technology to leverage your time, including advanced freight brokerage software, load boards, email, smart phones, instant messaging, dual monitors and beyond. Let technology do the heavy lifting to make your job easier by allowing you to cast a wider net and communicate your value and needs more efficiently.
3) Tell the truth and be upfront with carriers about the details of your load. No one likes to be misled, including you, so revert back to the basics, “Do unto to others as you would have them do unto you”.
4) Always, always, always pay your carriers on-time! Even if your shipper slow pays or downright refuses to pay you, make sure you are not hurting the carrier for something outside of their control.
5) When there is a problem, take ownership and always focus on the solution, never on the problem!
6) Network with carriers and more importantly with drivers about other drivers and carriers they know that would be interested in doing business with you. Use tools like Linkedin.com and Facebook.com and other social media to make industry connections.
If you are like most freight brokers or freight agents I talk to, finding trucks can be a real challenge these days. The fact is, not all freight is created equally and neither are all brokers. There are times when carriers are tripping over one another to take your loads and other times the silence is deafening.
So what’s the secret to finding and retaining truck capacity? The fact is there is no secret, there are no magic bullets, there are just basic business principles that successful freight brokers and freight agents use to stand out from the crowd.
1) Be an investor and focus on building relationships with carriers and drivers before you need them, rather than just focusing on only one load at a time. Ask carriers how you can help them grow their business and always try to think long term while balancing your short term needs.
2) Utilize technology to leverage your time, including advanced freight brokerage software, load boards, email, smart phones, instant messaging, dual monitors and beyond. Let technology do the heavy lifting to make your job easier by allowing you to cast a wider net and communicate your value and needs more efficiently.
3) Tell the truth and be upfront with carriers about the details of your load. No one likes to be misled, including you, so revert back to the basics, “Do unto to others as you would have them do unto you”.
4) Always, always, always pay your carriers on-time! Even if your shipper slow pays or downright refuses to pay you, make sure you are not hurting the carrier for something outside of their control.
5) When there is a problem, take ownership and always focus on the solution, never on the problem!
6) Network with carriers and more importantly with drivers about other drivers and carriers they know that would be interested in doing business with you. Use tools like Linkedin.com and Facebook.com and other social media to make industry connections.
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.
"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.
Subscribe to:
Comments (Atom)