Capital Transportation Logistics Sales Staff Implementation

Capital Transportation LogisticsSales Staff Implementation

2012

1Transportation Management Consultants

WHO IS CTL?a team of professionals with a combined experience of over 150 years in transportation, freight auditing, payment, and process improvement. We are committed to quality customer service.

Our Mission…deliver success to our customers through cutting edge technology and process design that helps reduce

transportation logistics costs and improve productivity in today’s intensely competitive environment.

Transportation Management Consultants 2

CTL STAFFExecutive Staff Department Managers


Paul St.Germain

Laura Walsh

Ryan Verranault

Karen Byron

Nick Cooney

Gregory Cooney

Mary Niedzwieki

Erin Verranault

Richard Haney

CTL HIERARCHY


1999 •Capital Transportation Logist ics is founded by CTL Executive, Dick Haney

2001 •CTL expands its services to include full in-house Freight Bill Audit Service

2003 •Our first on-line Transportation Management Sys tem is rolled out to c lient base (TransRater +)

2005 •CTL Brokerage is f ormed to handle our c lient needs in addit ional modes ; Truckload, Rail, International, Air, Ocean

•Reporting and Freight Bill Audit and Payment becomes 100% paperless for all CTL Cus tomers. We are one of the first in the indus try to do so

•CTL moves into current Headquarter offices in Nashua, NH as we continue to grow and expand our on-s ite team

2012 •Acquired in February 2012, Capital Transportation Logis tics (CTL) in Nashua, NH, becomes part of the RRTS TMS business segment managed through GTS

CTL HISTORY


WHAT DOES CTL HAVE TO SELL?A unique world class transportation

management solution originally developed for GE Capital and their 600

companies that they owned or controlled


CTL's 4-Step Process

Discounted Pricing Carrier Selection Freight Payment Management Reporting


A Proven and Measured Approach

Reduces Transportation Costs (between 8-15% or more) Optimizes choice for low cost carrier selection and service modesImproves Cash Flow (4-8% additional savings) Uses detailed analytics to ensure continued savings


1DISCOUNTED PRICING

Transportation is a commodity, and our consortium purchasing power allows CTL to negotiate prices that our Clients typically cannot obtain on their own. We contract with top-tier carriers.We manage over $150M in LTL Freight Domestically

Results to Customer:

8-15% Reduction in Transportation Spend Improves Productivity by taking the time consuming negotiating process out of the process and allowing personnel to focus on other tasks at hand


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CARRIER SELECTIONCTL’s on-line TransRater optimizes carrier selection, transit times, and pricing. The easy-to-use software allows Clients to make the best shipping decisions and prioritizes low-cost and best service.Able to integrate to ERP and even further enhance cost savings and productivity.

Results to Customer: Balances your Customer needs while providing cost reductions to your bottom line Improves productivity and simplifies the process by showing all options on one screen versus visiting multiple applications and websites to obtain data

TransRater

http://www.shipandsave.com/


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FREIGHT AUDIT AND PAYMENT

CTL’s 40-point, in-depth pre-payment audit captures information from carrier invoices, bills of lading, delivery receipts, an inspection reports; corrects errors; and processes and consolidates all freight bills into one easy-to-read weekly invoice for payment.


Saves an additional 4-8% savings in carrier errors alone Improves productivity by CTL capturing general ledger detail and cost center allocations


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3

4

MANAGEMENT REPORTING

The final stage of the process delivers actionable management reports, providing a real-time overview of transportation information specific to your operations. We believe if you can measure a cost, you can control it.


Provides timely and accurate transportation management performance reports Improves productivity by building a database that can ensure transportation compliance and highlight opportunities for additional savings

CapitalWorks

http://www.shipandsave.com/

COST SAVINGS TO CUSTOMER

Hard Savings Lower rates - 8% - 15% Reduced processing costs 80% Audit Recovery 4% - 8%

Soft Savings More informed customer services

decisions Balance customer needs and costs Access to logistics expertise Comprehensive shipping data history Improved productivity

FinanceOperationsPurchasingCustomer Service


ADDITIONAL SERVICES


HOW DOES CTL SELL?


DECISION MAKERSBest

CEO President CFO Controller Caution

VP of Operations Caution

Worst

Director of Logistics Transportation Manager Traffic Manager Warehouse Manager Purchasing Manager


CHANCES OF CLOSING A DEAL WITH THE FOLLOWING CONTACTS…

Director of Logistics Transportation Manager Traffic Manager Warehouse Manager Purchasing Manager

1 IN 1000OR0


DECISION MAKERS AND QUALIFICATIONS


Contact

Qualifications

TrafficMgr

LogisticsMgr

Purchasing

Mgr

Controller

VP Ops CFO CEOPresident

Need X X X X X XDesire X X X XTime XMoney X X XAuthority X X X

C-LEVEL PEOPLE GET INVOLVED WHEN:


The decision could impact a customer Results have a significant financial impact The decision effects multiple departments It requires a vendor change The decision could change their image in the

marketplace or the community

C-LEVELMust Do’s

Be specific; no fluff, no maybe’s

Time specific for all deliverables

Never miss a delivery date Don’t bruise their ego with

questions they don’t have the answers to

Prospecting messages

Less than 20 seconds

Why How How Much How Soon


C-LEVEL COMMUNICATIONProspect:

Hello, I’m Mr. CFO. What does your company do?

You:We reduce a company’s shipping costs 8 to 15% using $150 million in buying leverage in 30 days without changes in their operations or quality of service.


Message content – ALWAYS:• Clear• Concise• Compelling

Mr. CFO, What other major expenses could you reduce by%% or $xxx in 60 days without investing a dime or changing your operations or quality of service?

GOOD CUSTOMER PROFILECharacteristics

Annual Sales $10-$700 Million Use Several Modes; LTL, TL,

Parcel Annual LTL Spend $150K-$10M Freight is 5%-8% of COGS Private 80% Public 20% Manufacturer, Distributor,

Ecommerce Ships Nationally Single or Multiple Locations Does not have a logistics

department Limited logistics technology Used a 3pl 25% - Not Used 75% Their Savings Expectations 5-

15%

How to Prospect SalesLogix – Hoover database CTL leads References Trade associations Marketing Partners – Agile Client Referrals Private Equity


BAD CUSTOMER PROFILECharacteristics

Annual Sales > $10M or < $700M Only ships Parcel or International

or TL Annual LTL Spend >$150K or

<$10M Ship within 1 state only or is all

international Has their own logistics department Used 3pl 25% Not Used 75% Their Savings Expectations < 15%

in Hard number savings

What to avoid Food Manufacturing (fresh) Beverage Products Agriculture, Forestry, Fishing Mining Utilities Construction Selective Transportation and

Warehousing Finance and Insurance Services Public Administration


QUALIFYC-Level

Are they interested in saving on logistics costs in the next 60 days?

What would be meaningful savings to them?

If we could meet their savings objectives would they consider doing business with CTL?

Shipping Profile info

Annual Spend LTL, TL, Parcel

Current Carriers Terms – PPA, PP Current 3PL Provider Location Type Special Equipment Customer Type – Retail,

Mfg, Whs


RED FLAGS


• Reluctance to commit to “Sequence of Events”• Decision maker pushes you to a lower level• Uncertain about critical information• Information without an appointment• Resistance and delay in getting data• Buying influence new to the job• A new person is brought into the deal• Overly friendly buyer to unknown salesperson

HOW DO CTL CLIENTS BENEFIT?

& WHERE TO INSERT THIS IN YOUR PRESENTATION


• Company Viability• Product/Services Fit• Support• Financial• Risk


COMPANY VIABILITY13 Years of continuous growth and profitability

Backing of a stabile Public OrganizationManagement transportation experience

Long term Client LoyaltyRelationship with Carriers

PRODUCT/SERVICES FIT


• Complete integrated process for transportation management

• Continued investment in new services to meet the needs of Clients

• Customer needs drive the direction of new services

• A proven process developed by GE to manage 600 operating units

SUPPORT


• A dedicated Customer Service Team

• Availability and response time

• Depth of knowledge

• Technology support tools

FINANCIAL


• No up-front investment

• No internal resource required

• Savings start in 30 days

• Actual savings measured monthly

• Fees based on savings

RISK


• No financial commitment

• No change in operations

• One year agreement

• 30 days to implement

• Rates protected by contracts with carriers


Meeting Stage Responsibility Suggested Attendees Timeline Time Decision

Tuesday, July 17, 2012 1 Hr. Go/No Go

Executive Overview:

Company Overviews Joint Chief Executive

Prospect Expectations Financial Executive

CTL Process Review Operations Executive

Benefit Summary

Qualifications Tuesday, July 24, 2012 2 Hr. Go/No Go

Operations Evaluation: Financial Executive

Needs & Expectations Review Joint Operations Executive

CTL Process & Features Presentation Joint Customer Service Mgr.

Demonstration of Transrater and CapitalWorks Joint Purchasing Mgr.

Measurement & Control Features Review Joint Logistics Mgr.

Productivity Benefits Joint Accounts Payable Supv.

Benefit Analysis:

Savings Study Authorization Client Financial Executive Tuesday, July 24, 2012

Freight Bills Submitted Client Financial Executive Monday, August 06, 2012

Completion of Study CTL TM Analyst Monday, August 27, 2012

Study Results Review Meeting Joint Financial Executive Thursday, August 30, 2012 2 Hr

Projected Savings and Fees Review Operations Executive

Thursday, August 30, 2012 Go/No Go

Proposal Process:

Client Experience Sharing Client TBD Thursday, September 06, 2012

Review Highlights of Business Agreement Joint Thursday, September 06, 2012 1 Hr

Resolution of Agreement Questions Joint Thursday, September 06, 2012 1 Hr Go/No Go

Completion of Business Agreement Joint Tuesday, September 11, 2012 1/2 Hr

Implementation Activities:

Completion of Implementation Guide Client Financial Executive Tuesday, September 18, 2012 1/2 Hr

Kick Off Meeting Joint Operations Executive Thursday, October 11, 2012 1 Hr.

Transrater & BOL Training Joint Accounts Payable Supv. Thursday, October 11, 2012 1 Hr.

Operations Monitoring Joint Logistics Mgr.

Savings & Productivity Measurement

Measurement of Savings Joint Monday, December 10, 2012 1 Hr.

Review Mgt. Reports & Opportunities Joint

Monitor Productivity Improvements Joint

THE SEQUENCE OF EVENTSSequence

1. Executive Overview2. Operations Evaluation of CTL3. Benefit Analysis & Agreement

Review4. Agreement Execution5. Implementation

Why have a Sequence? Control vehicle for the sales cycle Pain, Reasons & Visions Bite size chunks – buyer feels in

control Both Buyer and Seller in control-

Win win Buyer accepts plan by changing Until buyer changes, they don’t

own it Seller can stop early is buyer not

on track with commitments Seller can close on the major

steps Provides a measure of completion


EXECUTIVE OVERVIEW


Agenda for Meeting with C-Level:

An introduction to Capital Transportation Logistics

Review how our savings process helps another company

Learn more about your business and transportation management objectives

At the end of the meeting we can mutually agree on moving forward or not.

Is there anything you’d like to add.

What to Review in Executive Presentation


CTL Introduction GE Story 4 Part Process Review

◦ CTL Website or PowerPoint How we move forward

◦ BA Example◦ Summary of Shipping Profile◦ Sequence of Events

Close

BE PREPARED, __ __ __ __ HAPPENS

Ever had this happen? Decision maker leaves after

10 minutes People you don’t know show

up IT and the Firewall block Conference room not

available Projector gone Can’t Login Unbearable internet speed

Or heard this? We need to shorten the time We can use my office Want to meet the traffic

manager Thought Seymour would be

interested I’ll need an extension cord You can use my computer Let’s get our IT person


WHY PROSPECTS DON’T MOVE FORWARD

BEFORE THE BENEFIT ANALYSIS EVENT


Freight is not on their radarNot willing to switch carriersCan’t get anyone interestedHappy with their current 3pl providerFreight is not a significant expenseNot willing to provide bills for BAOverconfident that they have the best ratesService is more important than savings“We have some very unique shipping needs”“We don’t pay for freight, we bill our customers”Have had a bad experience with 3pls“Other studies showed no savings”

BENEFIT ANALYSISWhat is it?

A statistically accurate analysis of LTL shipments that demonstrates the savings from CTL’s lower rates

What do you need? Minimum of one month’s

worth of freight bills All Locations Represent a typical month

If bills can’t be provided a datafile will do Minimum

requirements(origin, destination, class, weight, total paid, carrier used)


BENEFIT ANALYSIS MEETING


Agenda for Meeting :

Shipping Profile Summary – Review to ensure they agree and it is correct before moving forward

Benefit Analysis – Review entire study and end result savings to bottom line

Summary of Savings & Fees – Review Executive Summary and how CTL is compensated

Business Agreement – Review LOA and contract – leave with

SAMPLE BA


EXECUTIVE SUMMARY


WHY PROSPECTS DON’T MOVE FORWARD

AFTER THE BENEFIT ANALYSIS EVENT


Wrong contact levelThe Salesperson has failed to sell management on the value.The Salesperson sold only rates and not the processThe Salesperson did not get an if then upfront commitment.The Salesperson failed to sell the prospect’s organizationThe Salesperson did not react to Red Flag issuesCTL rates were not competitive.Savings were not enough to consider changingFailure to negotiate a Win Win business agreement

PROPOSAL PROCESS MEETING


Agenda for Meeting :

Letter of Authority

Agreement Review

Agreement Preparation

EXECUTIVE SUMMARY


LOA – LETTER OF AUTHORITY


Once you have given the prospect what they can save and the agreement with

the service details, fees and implementation costs, how much

control do you have over the situation ?


ZIP!Does this sound

familiar??

How’s it going Have you reviewed my proposal yet Hang in there CTL My boss has been really busy with his/her trip to Mars Don’t worry When did that happen, I’m shocked


CTL CLIENTS


CASE STUDIES


STONERIDGECustomer Since 2009


Customer Demographics Industry – Automobile Parts

Manufacturer Employees – 10,800 2011 Sales - $765.37 M

Pain Points in 2009 Current 3PL no solutions No audit process High costs Expedited &

LTL

Freight Audit Savings since becoming CTL client = $193,861.41

MACDERMIDCustomer Since 2003


Customer Demographics Industry –Chemical

Manufacturer Employees – 2,100 2011 Sales - $728.77 M

Pain Points in 2003 3 Divisions & 14

offices 25 different carriers No audit process No Visibility



WAYFAIRCustomer Since 2009

Customer Demographics• Industry –Home Furniture -

Ecommerce• Employees – 900• 2011 Sales - $500 M

Pain Points in 2009• No way to estimate

shipping costs on web• 1 carrier• No audit process• No Visibility


SALES MEASUREMENTS AND GOALS


EXPECTATIONS

10 New Qualified prospects a month

Resulting in 1 new customer a month

Minimum $2 million in LTL spend to CTL in a year

MEASUREMENTS

Mandatory Weekly Sales Meeting

Submit Prospecting Report Weekly

Meeting Expectations? Keeping Pipeline full Qualified Prospects? Saleslogix Reporting


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Capital Transportation Logistics Sales Staff Implementation

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