Friday, January 24, 2014

6 Sales Changes You Must Make NOW to be Successful in 2014

2014 is just around the corner, and while most of the office is already checked-out and ready for the holidays, real sales winners are already planning for next year's sales success. The new year is the perfect time to reflect on the past year and commit to changes in behavior and habits that you've been putting off for months. 2014 is a clean slate for sales reps to become the top performers they know they can be. Here are six changes every sales person should be making to hit the ground running in January and ensure 2014 is the most successful year yet.
i Have the Power! by Gene Kopecky of the Suddath Companies


1. Shorten your response time to leads/inquiries

Prospects are increasingly doing more research on the web, and as a result, they are willing to engage with a salesperson only when they’re ready to buy.  Any hesitation on the part of a salesperson in responding to an inquiry can -- and will -- result in lost sales. 

2. Make Marketing responsible for building awareness and Sales responsible for all leads

Too many companies are still using yesterday’s process where the marketing department handles all leads and even vets the quality of leads.  If you want to be in the business of business prevention, then go ahead and keep using that model.  If, on the other hand, you want to grow sales, then it’s essential for the sales department to be in control of all leads.

3. Eliminate your hard copy sales materials (they're already out of date)

No matter how much money you spent developing what you think are really powerful sales materials, you run into a very simple fact of life: they’re already out of date. Not only are they out of date, but they’re also not what the prospect or customer even wants. Customers don’t want to see generic “one-size-fits-all” stuff.  For that matter, they don’t want to see hard copy stuff at all, because they’ve already seen the same information on your website.

4. Focus your social media efforts and do more with less

Too many sales teams have found themselves trying to be all things to all people via every social media site out there. Don’t kid yourself. Only the strongest voice is going to come through, and there’s no way you can have the strongest voice on every social media site. Focus your efforts against the single site where you are most likely to find your prospects and/or customers.  Strive to be the big dog on that site and don’t worry about trying to be a factor everywhere.

5. Increase the use of trial closes throughout the sales call

With customers engaging with salespeople lower down in the sales funnel, it is now harder to determine quickly where the prospect is in their decision making process. With some customers engaging right at the point of making a decision, salespeople today have to be ready to grab the sale.  The only way to truly do this is by using trial closes early and often to ensure no sales opportunity is lost.

6. Follow-up faster after each sale is made

Due to how quickly communication (both good and bad) can spread among customers and non-customers, it is imperative to be in control of not only the sales process, but also what I’ll call the “customer satisfaction” phase. Immediately after the customer decides to buy  and through their initial use of the product/service, it is critical for Sales to remain engaged with them. Ensure customers are receiving the value they desire, but ever more, create customers who will be an active voice in helping to create more customers. Success in 2014 is possible. But you have to be willing to do these six things in order to stand apart from your competition.



"FIRE IN THE BELLY" wheel created Gene Kopecky of the Suddath Companies

Thursday, January 23, 2014

Breaking News! Why does my Logistics services cost me so much?

As you are probably aware, the cost of Logistics is crazy expensive. I mean why does it cost so much to move things around? Well I'll tell you, our research has concluded that most Logistics providers just don't know what they're doing! 

Let me explain... 

There are two main complaints from most Logistics service customers. 

1. The vendor is never correct on their estimates. 
2. The vendor can never finish the job by the promised time. 

Does this sound familiar? To make matters worse the vendor always has an excuse. Why can't they just get it done on time for the promised price? 

Well what we have found is that if estimating isn't done by someone who doesn't have an accurate system of measure then they can't possibly get it right. Believe it or not most estimators, even those with countless years of experience, still use the method of eye-balling or trial and error. This is unacceptable! Can you imagine, this is why they can never fix the customers two main complaints. 

So what can I do? 

We have an answer for you... Select a vendor who utilizes the IOMI® proprietary formula for estimating. This is the only way proven to correct the customers two main complaints and leave no room for error. 

Finally, to answer the initial question as to why do my Logistics services cost me so much? and more importantly how will this info actually lower my bill? 

Here's the answer... Logistics companies are not in business to lose money, therefore since they don't believe that there is a proven method to calculate estimates accurately. They have developed pricing that is about 10% higher than it actually needs to be. Therefore if you select a vendor that utilizes IOMI's proprietary formula's then you will see a 10% cost savings on your Logistics service bill. 

Well I hope this information has been helpful, and wish you much success in your search for Logistics service happiness. Please feel free to contact me if you have any further questions, I am here at your disposal.

Four Sales Questions That Irritate Customers

Most sales scripts often include questions intended to move the sale forward. However, ask any of these questions during an initial conversation with a customer and you've probably lost the sale.

Question 1. "Would you agree that...?"

This question is trying to manipulate the customer into saying "Yes" to something small, so that they'll say "Yes" to buying.  Unfortunately, the customer knows exactly what you're trying to do because this technique is at least a hundred years old.  Instead ask: "What are your priorities around...?"  This opens a discussion of the actual issues so that you can learn more about the customer's situation.

Question 2. "If I could save you 15%, would you be interested..."

In this case, you're holding out the promise of cost savings as a way to hook the customer into listening to the rest of your spiel.  However, this question communicates to the customer that you haven't bothered to find out anything specific about that customer.  Instead ask: "Where would cost reduction be of particular value?" This allows the customer to expound on where they're having challenges, so that you can better craft a solution.

  Question 3. "Do you have a budget for this?"

Obviously, you're trying to qualify the lead so that you don't waste time selling to somebody who doesn't have the money to buy.  This question tells the customer that you're only interested in making a sale and (worse) are hoping to run up the price to match the stated budget.  Instead ask: "How are decisions made for this type of purchase?"  Phrasing the question this way launches a discussion of the buying process, so that you can tailor your selling activities to match. Remember: if the need is great enough, the budget will follow.

Question 4. "Are you the decision maker?"

You wanted to ensure that you're talking to the person who can say "Yes" and (if not) use that person as a bridge. However, you're also implying that you suspect your customer contact is some flunky gatekeeper who needs to be schmoozed.  Instead ask: "Who are the stakeholders?" This question will uncover the various people who will need to reach consensus on the purchase in order for it to be actually made. Ideally, you'll get a roadmap of whom you must contact in order to close the deal.

Friday, January 10, 2014

Suddath's IOMI commitment starts at the top

With 90+ years of moving experience under your belt, is there anything new to learn? 


Suddath Commercial Solutions thinks so much of International Office Moving Institute's (IOMI®) office moving methods, they have pledged to train every key employee at every one of their 22 branches nationwide in the coming months.

Steve Suddath, chairman of the board for The Suddath Companies, showed his commitment to IOMI's® program by attending the first training session held at Suddath's corporate offices in Jacksonville, FL.

Suddath and key employees at corporate and the company's Jacksonville and Miami branches earned Certified Mover® status during three days of intensive training. Now, instead of basing office move estimates on "cube", Suddath will begin implementing IOMI's® proprietary formula to accurately estimate the number of men and trucks for how long. Customers benefit because moves finish on time for the price quoted with greater reliability.

Jeff Witwer, a Suddath relocation consultant,evaluated the training as life changing.

"This training has changed my life as a commercial salesman. I can now really set myself apart from the competition," Witwer wrote. 

The response has been overwhelmingly positive. 

"The seminar was so informative, I wish I could take it again. Ed kept my attention the whole time. I wanted more," said Pat Day, a national account manager.

IOMI's® Certified Mover® training gives moving companies best-practice tools and techniques to estimate accurately and minimize the risk of damage to furniture, computers, and building surfaces during an office move, all designed to finish on time for the price quoted with greater certainty.


Wednesday, January 8, 2014

Why hire an IOMI Certified Office Mover?

1. On time for the price quoted
One of the biggest complaints about movers is that they often badly underestimate the cost of a move and then don't finish on time. An International Office Moving Institute (IOMI)-trained mover learns a formula for accurately estimating cost. By calculating the number of trucks and movers for how long, IOMI Certified Office Movers can base estimates on man-hours, volume, and logistics, and not weight, which household movers typically use when quoting an office move. As a result, the chances of a move completing on time for the price quoted is greatly improved.

2. Minimize risk of damage
IOMI Certified Office Movers learn the latest techniques to minimize risk of damage to furniture and computers, and are trained in extensive building protection to minimize risk of damage to carpet, walls, doors, and door jambs.

3. Minimize downtime
There is a better way! IOMI Certified Office Movers understand that their customers can't afford to shut down operations during a move, and are trained in techniques to keep client employees working. Many IOMI graduates offer The Boxless Move -- moving the contents in the furniture instead of the contents and the furniture.





Tuesday, January 7, 2014

The standard for excellence in the transportation and relocation industry

Exceeding global household goods transportation and relocation industry standards, Suddath has recently been recognized with three prestigious awards: the Expatriate Management & Mobility Award (EMMA), Brookfield Relocation's Empowered and Client-Centric award and Logistics Management's Quest for Quality.
 These awards reflect a commitment to excellence in customer satisfaction and service performance in a highly competitive market. It is clear that while the advancement of information technology is often where recognition is focused today, customer service is still the industry benchmark.
The Forum for Expatriate Management (FEM), a global group comprised of industry mobility professionals, chose Suddath as the recipient of the EMMA in the "International Mover of the Year" category, out of a total of nine finalists. The FEM received more than 1,000 nominations from professionals around the world in all categories. The judges, both clients and peers, stated that Suddath "has a broad global presence and are masters at managing their worldwide network of movers.”
Suddath also received Brookfield Relocation's Empowered and Client-Centric award. Acknowledging Suddath for their outstanding performance in household goods moving, Anna Wooldridge, supplier management specialist at Brookfield said, "The entire team consistently demonstrates a commitment to partnership and is innovative and creative in finding the best solutions for Brookfield’s clients and transferees."
A commitment to excellence was further confirmed by Suddath achieving Logistics Management's Quest for Quality award. For more than 29 years Logistics Management magazine has conducted an annual research project to measure customer satisfaction and service performance excellence in the transportation and logistics industry. Out of the 10 pre-determined service providers, Suddath placed first in both customer service and equipment and operation, and they tied for first in information technology. Additionally, they were ranked third in the overall division, a vote of confidence that comes from the actual buyers of logistics and transportation services.
Brad Estrin, executive vice president of sales and marketing for Suddath, suggests a simple formula for their continued success: "Our financial strength affords us the ability to reinvest in our people, our processes and our technology; this keeps our customers ahead in what can be a very complex and stressful environment."
Despite a soft economy, Suddath continues to experience significant organic and acquisitional growth. Success in the addition of major marquee accounts in 2012 is a contributing catalyst for this rapid expansion. While the Suddath name may be most well-known for household goods moving services, this only accounts for a portion of business. The Suddath Companies, in its entirety, is competing with top providers in the logistics marketplace, commercial office moving and workplace solutions, trade show and exhibit display transportation management and government contract work.
Maintaining momentum and a commitment to innovation over the next few years will be crucial for Suddath to uphold their industry leading position. "Competition is fierce due to globalization and it gets tougher every year to meet our clients' needs; the key is listening to our clients and quickly delivering customized solutions. I'm honored to be part of a company that says 'being just a moving company isn't the best we can do anymore,'" said Estrin.

Monday, January 6, 2014

5 things you may not have considered for your office move

Moving your office or business involves a long checklist of things to remember, and it’s easy to let items slip through the cracks. Here are a few things you should consider in the time leading up to an office move.
1. Create a floor plan as soon as you’ve selected your new space. This allows you to consider your furniture options well before relocating. Can you reuse or repurpose your existing furniture? Do you need to purchase all or some new furniture? If you don’t need all of your existing furniture, you can sell or decommission it before the move. By eliminating the need to move it twice or put it in storage, you will ultimately save time and money.

2. Consider the HVAC requirements for any equipment your company uses. It’s important to address this with your architect or space planner before the move, eliminating last minute scrambles or expensive fixes.

3. Think about destroying or archiving old files and paperwork – a move is a great time to purge. Just make sure you account for sensitive documents and have a plan in place to protect your company’s privacy. You should always destroy sensitive documents through a certified shredding company.

4. Did you know that moving does not require hundreds of cardboard boxes? Consider ways to make your move greener – ask your moving company if they offer crate rental versus corrugated material. This option saves time and money and is better for the environment.

5.  Remember to change your address. This may seem like a no brainer, but make sure you apply that change everywhere it’s required.
  • New stationery and business cards
  • New building signage
  • Company vehicle signage
  • Vehicle registration
  • Website and social media pages
  • Ongoing advertising
  • Yellow pages listings
  • Etc.

Hiring a qualified moving company that specializes in commercial and office relocation and is certified by the International Office Moving Institute (IOMI) can alleviate the pressure to remember every detail of your move.

Thursday, January 2, 2014

Tradeshow Exhibit Transportation

You've invested thousands in your upcoming industry tradeshow. You have giveaways, booth staff, marketing materials and a great attention-grabbing idea to attract attendees to your booth.
After many months of planning, set-up day arrives and the exhibit doors open, the enormous convention hall is filled with the sounds of booth displays being erected in every direction you look. You finally arrive at your space, armed ready with your tool belt to find…an empty space.
Exhibit transportation is often the most overlooked and undervalued aspect of tradeshow planning. Choosing a vendor experienced in booth transportation is paramount to the success of your show. The marketing aspect of the show often overshadows the critical logistics decisions that need to be made to avoid costly and embarrassing transportation blunders. Choosing an experienced transportation provider is the first key to your success in tradeshow planning.
Here are some tips for finding professional transportation companies who are experts in exhibit shipping.
Choose an experienced provider 
Ask companies for references and ask acquaintances at trade shows for guidance on which is the best company around. Reputable companies may have slightly higher rates because they understand the nuances of this type of transportation, but it is always better to pay more rather than face undue delays or worse, no booth at all!
Don’t wait until the last minute
If the event sponsors have made arrangements for an advance warehouse, use it. Unforeseen circumstances like bad weather can cause flight delays, and transportation companies can be victims of these unavoidable circumstances. Label all crates properly and mark with paint or stickers so as to easily identify your booth in a sea of display crates.
Backups
Bring copies of all your show forms, including registration documents and confirmations, just in case. Make backups and duplicates of all audio/visual presentations you’ll be using.

Five tips for planning and designing your office

Your new work space design can have a huge impact on the future of your business. Your choices can either make your employees more productive—or less productive. More productive employees, of course, means a happier, more efficient office environment which translates into better customer service, more sales and bottom line profits.
Here are five tips for planning and designing your workspace so that you not only get the most efficiency out of your space but also receive the best results from your employees: 
1) Try before you buy. Many companies change to a new workstation design when they move. The high walled cubicle is replaced with a lower wall cubicle. Some companies decide to use “hotel workstations” to condense space.  This means they are condensing space by using workstations where there are no permanent desk assignments, and a receptionist assigns a work station to each employee for the day.
This changes the dynamics of your office and employee interaction. So before you make a large investment in new workstations, sample the type of station you are considering. Try out the look, feel and functionality in your office setting before you buy. 
For example, after you approve your design, our crew puts a couple of the workstations you are considering into your office right alongside your old workstations so you can see in advance if the new workstations will provide a better working environment. Once you agree to the new workstations, an exchange program gives you credit towards your new workstations.
2) Use a full-service provider. When you use multiple companies each selling one piece of the puzzle, often you’ll find you end up with what is their highest priced product instead of the best solution for your situation. For example, when using multiple vendors, a furniture vendor might only show you all new furniture, when really you could reuse your existing furniture and only need new chairs.
A full-service provider will present you with every option available including reuse and re-manufactured furniture solutions. To save yourself aggravation and money and ensure you’ll be presented with every option, use a single source to plan, design and furnish your offices.
3) Get value for your existing furniture. Before you call up the liquidator who will give you next to nothing for your furniture or make arrangements to haul your furniture off to charity, consider relocating your furniture to get more value from it. A professional mover with a national footprint can give you the ability to relocate furniture and use it in another location in the country. For example, if you are decommissioning a location in Jacksonville, Florida and opening a new location in Phoenix, Arizona, you can use the value of your furniture against the procurement for your new office.
4) Use a licensed stage planner and designer. One of the big advantages of dealing with a full-service provider is that you have full access to a licensed stage planner and designer. This will bring options and ideas about how to put together the ideal working environment that you might never have considered and ensures you get the quality service you are expecting.   
5) Allow enough time. The more time you have to plan the process and your space, the better the end result. You are more likely to end up with an ideal solution versus a “second best solution” that was put in place for the sake of expediency.  
Combining services by using a single source workplace solutions provider can add significant cost savings to a project. You will ensure all the pieces of your new workspace fit together properly, meet your requirements and create the best possible working environment for your employees.

Tuesday, December 31, 2013

Happy New Years 2014!!!


Happy New Years 2014!!!

Cant wait to see whats in store for this year!!!

Monday, December 30, 2013

Executive relocations: Top 5 tips for moving your CEO


Being charged with coordinating an executive relocation can be nerve wracking to say the least. What extra steps should you take to ensure a smooth transition for your company’s CEO and other executives?

When working with your mover, make sure to emphasize the importance of this move and who it is for; confirm that they will focus on doing all they can to satisfy your executive’s needs and expectations. Here are a few tips to keep in mind:

1.    Select a mover who offers settling-in services that include cleaning, unpacking, organizational assistance, maid service at origin and destination, and a professional handyman for electronic setup and/or art installation. This may cost extra if it is not part of a VIP move program, so please clarify with your mover beforehand.

2.    Flexibility should be a high priority with executive-level moves due to the demanding work schedules and changing needs of his/her company. Your moving company must be able to comply with such changes, whether they are last minute or not.

3.    Many executives have high-value items that typically require additional valuation or insurance coverage and appraisal needs. Before the move, arrange for an appraiser to go to the home to assess items and provide a full report. Also, any thoughtful inclusions are important. For example, executives moving with children and/or pets may benefit from having childcare and pet services as part of their package.

4.    Provide exclusive use of the entire truck (when the driver remains with the shipment from origin to destination and no one else’s belongings are on the truck). This will help avoid extra storage time, reduce expenses and ultimately help the executive and his/her family settle in faster.

5.    For the highest level of service, have a full-time onsite project manager onsite at both locations to act as liaison for the transferee/executive.Work closely with your mover to stay one step ahead throughout the move process, and you will make these transitions seamless for your company’s executives. After all, will you ever have a more important customer to impress?

Suddath Relocation Systems takes top honors at the 2013 UniGroup annual convention

Suddath received significant accolades from UniGroup (United Van Lines and Mayflower Transit) for its services in the moving industry. Among its peers of nearly 1,000 agents, Suddath accepted 29 awards at the 2013 UniGroup convention, inclusive of almost all categories – sales, fleet, safety and loss prevention. Suddath continues to set precedents in the industry and is proud to be the largest agent of UniGroup, the leading and most prominent van line in America.
For several consecutive years including again in 2013, Suddath received the president’s club award for overall market leadership and record earnings. Other awards include excellence in loss prevention, which recognizes best in class safety performance nationwide; hauling awards for the greatest hauling revenue in two categories each for household goods; logistics and exhibition; the overall top hauler for all lines combined; and three for sales achievement.
Additionally, the national logistics fleet van operator of the year award was given to the late Charles “Chuck” Ross. This award is given to the van operator who exemplifies quality, customer service, claims prevention, an impeccable safety record and overall exceptional performance.
Suddath is very proud of its team of dedicated professionals and thanks each and every member for making Suddath an industry leader.

How to write a tiered relocation policy

Are you in charge of your company’s employee relocations? When companies grow and begin offering relocation as part of their benefit packages, it often falls on the human resource benefits manager to write their company’s relocation policy. But where do you start?
When it comes to your company relocation policy, like other employee benefits in your company, a growing trend is offering a tiered policy that is based on the employee’s position or tenure with the company.  A tiered policy actually decreases the work required by the HR staff and eliminates the need to negotiate every employee relocation package individually. Having a one size fits all typically may leave you creating exceptions at every turn.
An example of a three tiered relocation policy is laid out like this: The highest tier covers everything in the added services categories and is typically reserved for executive level employees. Mid-management is a second-level tier and includes partial coverage of services.  And the lowest tier, typically reserved for hourly or non-management employees, covers the basics only.    
Services are grouped into several parts of the relocation process and usually help to develop your relocation policy. These parts include:
  • Pack / load / unload – These basic services are generally included in all levels of relocation policies. By including packing in all relocation policies you’ll help to avoid issues down the road because often times the mover does some or all of the packing.
  • Weight limits  - Policy weight limits are generally tiered based on the employee’s position in the company.
  • Third Party Storage – The length of storage can vary based on the employee’s position in your company and type of move (one-way or two-way). For example, executives and managers are often only eligible for storage. Executives are typically offered 60 days storage and mid-managers 30 days.
  • Car shipment – Typically the number of vehicles shipped increases based on the employee’s level in the company. Top tiered coverage typically covers two or more cars, the second level tier typically covers one car and may have a mileage requirement. The lowest tier usually does not cover car shipment.
  • Third party specialty services – Policy coverage of third party services like crating large items for moving such as pianos, pool tables, and grandfather clocks can also vary based on the employee’s position in the company.  Examples of other third party services, usually part of executive relocation policies, can include: cleaning services at the origin and destination, appliance disconnect and reconnect services, and handyman services among others.
  • Wine shipment – Wine shipment can be included, typically this service is reserved for the top tier of a relocation policy only.

Tuesday, December 24, 2013

Are Sales Slow? Maybe its time for a "Sales Blitz"


"Sales Blitz!"

One of the most common complaints I hear from my clients is, “I can’t seem to motivate the salespeople to call on prospects and develop them into new customers.”

A relatively simple, fun and inexpensive way to remedy this situation exists: a sales blitz. Unfortunately, few companies are aware of it, and even fewer use it. 

Here’s the problem: Most B2B sales efforts are organized around a sales rep who is responsible for a specific set of accounts or a specific geographical area. Typically, that rep is expected to grow the business with the current customers as well as identify and develop new customers. Clearly, most sales people are better at one part of this two-part responsibility than the other. Usually, developing new customers takes second place in the salesperson’s priorities. Staying within their comfort zones and focusing on keeping the current customers happy becomes a higher priority on a day-to-day basis. As a result, few new customers are developed, and sales management is continually frustrated with the company’s poor performance. Rather than continue beating a dead horse by trying to motivate the sales force to create new customers, one alternate approach is to implement a sales blitz.

What’s a sales blitz?

A sales blitz is an organized effort by the company to focus all of its sales force on a specific task in one specific territory. The most common task is to identify, qualify and engage potential new customers. A sales blitz could also be used to quickly communicate some hot new product or service to a market. It has the advantage of focusing the entire sales force on a specific task. That alone will bring far greater results than if you’d just left it to each salesperson to do on his own.

But there are some additional fringe benefits. For example, the preparation for a sales blitz provides you an opportunity to thoroughly train the sales force in one identifiable step in the sales process. Competency thus improves. Additionally, you can usually measure their activities more specifically than normal. So, they become more competent and confident, and you become more knowledgeable in the activities of your sales force. 

Let’s say that you have group of eight salespeople who are each expected to build the business with current customers, as well as create new ones. You are continually frustrated with their performances in creating new customers. Out of the group of eight people, you’re lucky to have one new customer a month. Since you are not satisfied with this, you decide to do a sales blitz for new customers.

So, you select one geographical area or market segment on which to focus. In this case, let’s say one of your salespeople has a relatively new territory, so you select that territory as your focus. You decide that, for a period of three days, you are going to pull your entire sales force out of their territories and direct them into the new salesperson’s territory. 

You bring them together and explain the project. Their task is to identify, qualify and engage as many prospects as possible. The information gained and the doors opened in the process will then be provided to the territory rep, who will be expected to follow up and turn a significant number of these qualified prospects into customers. 

You create a form for each salesperson, who must collect the information specified on the form from each prospect. The information could include such basics as the name and title of the key contact person, some information about the account and a sense of the opportunity for your company. 

You then train the sales force in how to do just that one aspect of the sales process: make a cold call, collect some qualifying information and fill in the form. You spend a day role-playing and practicing. 

Next, you provide them with a list of current off-limits customers and a list of potential customers. You break the group into four teams of two people each and, on the map, outline four different areas for each. You announce that at the end of each day, you’ll hold a short meeting. At that meeting, you’ll recount success stories, share information and tactics that have worked for various team members, and count up the number of contacts made and forms filled out by each team. The team with the most completed forms will be the day’s winner, and each member of the winning team will be awarded a gift certificate for dinner for him and his spouse. 

At this point, you have organized the group’s efforts by identifying the specific job to be done, provided the tools (forms and company literature), trained them in the task, focused them on a specific area and added some structured time to learn and to be recognized. 

On each day of the blitz, you stay in cell phone contact with each group, encouraging them throughout the course of the day.

At the end of the three days, you will probably have accumulated more prospects for your territory rep to follow up on than he would have done on his own in the course of a year or two. Turn them over to the rep, keep a copy yourself and watch the progress he/she makes in each account. 

What have you accomplished? A number of powerful things:

• You’ve created more qualified leads for the territory rep in a few days than he would have created on his own in a few years

• You’ve created a fun experience for all your reps 

• Each rep has learned new skills by focusing on just one part of the sales process and repeating it. He will be better at creating new customers in his own territory as a result of this learning experience. 



That’s a sales blitz 

Keep in mind there is nothing new about this approach. It may be new to you, but it’s a time-tested, proven best practice. When I was 17 years old, I attained my first sales job working summers for the Jewel Tea Co. The company used sales blitzes as regular parts of the sales efforts. I won’t tell you how long ago that was, but you can measure the time duration in decades. 

A couple of years ago, when I was working with one of my clients to establish a new sales force, we routinely used sales blitzes, rotating the blitz every other month from one territory to another. In the first two years, six salespeople created 638 new accounts.

A sales blitz, well designed and well managed, can solve one of your company’s biggest shortcomings and spin off a number of valuable fringe benefits.

Selecting a mover based solely on lowest price can have many undesired repercussions. Before you put your company at risk, please consider the following:

Q. What do I have to be concerned about?

A. Since the hourly rates of most office movers are comparable, a low price means the bidder is assigning less resources to your job. If the low bidder is not accurate, the client is burdened with additional costs associated with the move. There may also be considerably more damage and downtime for your business.

It is a mistake to assume all movers know what they are doing. You should take the time to understand what the bid is based on, because the mover might not be aware of the problem until job has already started.

Q. What can really go wrong? Aren’t all movers the same?

A. Planning and managing your company’s move is a “High Profile Assignment”. Everyone in your office is affected and the task is typically assigned to someone who already has a full-time job. Because the task can be overwhelming, your mover can be a valuable resource.

The cost of non-performance can be substantial. Consider what would happen if your firm is not operational or if your equipment was severely damaged. Cutting corners can also lead to other problems like:

Property damage                                             Downtime for departments
Missed deadlines for IT                    Costly and time consuming claims
Unproductive time

Q. Why would a mover “Low-Ball” me?

A. A low-ball bid is not always intentional. Bad estimating can be the result of sloppiness, inexperience or even a simple misunderstanding.

Conversely, you could be dealing with someone who sees an opportunity for lots of changes. Large complex projects are often accompanied by lots of unforeseen changes. An “Intentional Low Baller” is betting on this. If you cannot clearly define the scope of your project, trust becomes very important.

In any event, the service and performance suffer.

Q. How do I compare the mover’s proposals?

A. Try reviewing statistics other than the bottom-line. A mover who knows their business can easily provide you with this information. Compare and contrast the numbers and you will gain confidence in your decision.

Statistics you should review are:
o   Number of total man-hours
o   Number of truckloads to be moved
o   Number of cartons provided
o   Services to be provided such as packing, furniture installation, building protection.

This will help expose misunderstandings among the bidders. You may be shocked that the estimator cannot answer simple questions about your move.

Q. Should I be concerned if there Is a wide range among bidders?


A. Yes. It could be a sign that you are not dealing with experienced office movers or that the information you have provided is not clear or complete. Sometimes you are not able to define the scope of your move the mover’s cost estimate becomes almost useless.

Monday, December 23, 2013

10 Steps to a Successful Office Move - White Paper


White Paper
10 Steps to a Successful Office Move
HELP! WE'RE MOVING

Introduction

The office is moving and it's your responsibility to choose the right mover. "Simple," you say. "I'll just get the phone book and let my fingers do the walking." Wrong. Unfortunately, you can't judge a mover's quality of service by the size or content of their ad in the yellow pages.

Did you know the forte of most moving companies is their long distance household division while their weakest area is commercial moving?

An experienced office mover knows that the difference between a residential and a commercial move is as great as the difference between night and day. Yes, many will get you to your new location, but will it be on time, within the budget, and without mishap? Unfortunately, probably not.
Your goal is to accomplish this move as a hero; not end up the scapegoat. So instead of playing "Russian roulette" with the phone book (and maybe your career), ask the building managers at both your present and new locations to recommend two or three moving companies. Property management people have extensive first-hand experience with movers and are as anxious as you to have the move be a success. Therefore, they are a great place to start your selection process.

Another avenue is to visit your new office building and ask some of the tenants if they would recommend their last mover. Perhaps your attorney, accountant, insurance agent, or other supplier may be in a position to suggest an office mover. Since they don't want to jeopardize their relationship with you, they will be careful whom they recommend.
After you have selected and pre-qualified potential bidders, take the time to meet individually with each mover's representative for an analysis of the move. Be certain you fully understand what will be done and how the move will be carried out. Get at least three estimates. However, if it's a large move, you may want to solicit five bids.

Have someone of authority (not just an information gatherer) from your company meet with each mover during the inventory process. Inform the mover about your needs and ask how he proposes to meet them. The same representative from your company should meet with all of the movers. During the initial walk-through or inventory process, determine whether you or the mover will be responsible for handling the movement of fragile items such as lamps, paintings, and plants.

Identify any additional services such as the packing of common areas like the supply room or library, the balancing and bolting of lateral file cabinets, and the disassembly of modular furniture.

After the salesman completes his inventory process, set a time for him to return and make his formal presentation. At that time he should bring a list of the last five companies whose offices his company moved with contact names and phone numbers. Tell him not to furnish you with a list of references (which he naturally would pick and choose to create a favorable impression). If your move is very large, request that he provide you with a list of comparable size moves he has done in the last 12 months. Ask him to also present at that time his Certificate of Insurance, as well as actual pictures of the type of moving equipment he will be using on your move. Some movers have been known to simply copy pictures and drawings of equipment they find in other moving company brochures and represent it as their own.
The next step will be to interview your mover. Allow enough time for your mover to make his formal presentation and to answer the following questions:

Similar in size to the Office Legal Tote, the plastic crate (brand names such as Rent-A-Crate®, Tyga-Box and E-Crate) offer an efficient alternative to the conventional moving carton. Because of its strength and shape, the plastic crate can be stacked 4 high without crushing the boxes below or their contents. Stacking the boxes 4 high reduces your contents volume by approximately 15% thereby lowering your total moving costs. Less volume means that movers make fewer trips to and from the moving van and can even reduce the number of truckloads.

The plastic crate has overcome the risk of lifting heavy boxes full since they have devised an ingenious method of stacking their containers on a unique dolly during the loading and unloading process.
2.   How will you move our computers and electronic equipment?

The preferred manner is to first wrap each computer component with two layers of bubble wrap (with the bubbles facing the bubbles) and then place the protected components into a container for safe transport. A new patented technique, using a device called a Comp- U-Wrap®, has all of the advantages of bubble wrap but none of the disadvantages. It’s faster, easier to use and more efficient than bubble wrap. Since it’s reusable, it doesn’t fill landfills and is much more efficient. Regardless of which method your mover chooses, do not allow him to “blanket-wrap” your computers with furniture pads. According to an article written in PC World magazine, Chuck Miller warns about harmful dust particles entering your CPU. and causing it to crash. Movers’ furniture pads are full of dust, dirt and fibers and, therefore, should not be wrapped around the CPU.


Have the mover under your close supervision load your books onto book bins, which look like bookcases on wheels. This procedure greatly reduces your downtime because it gives you 100% access to your books immediately before and after the move. The Dark Ages method for moving a library is to pack the books into mountains of boxes where they can easily get mixed up. This system is very labor intensive and puts you out of business before and after the move.
4.   How will you protect the office building from damage?

To protect carpet, a new product covers carpet with a 6-mil-thick vinyl that has a light adhesive on one side. It has all of the benefits of Masonite yet none of the problems. It is easy to handle, store and apply. Where Masonite® is very labor intensive and expensive to install, the vinyl carpet cover rolls down in minutes. Another new product, called the DentPrevents®. protect passenger elevator frames when passenger elevators are used to haul furniture.
5.   How will you load the furniture onto the moving van?

You can immediately measure the level of sophistication of your mover if he uses the "floating" method for loading the furniture instead of the stacking method. The floating method keeps the furniture on the dolly on the floor of the moving van. It is fast, safe, and efficient. The old-fashioned way is the stacking method where the mover undollies the furniture onto the truck and stacks it floor to ceiling. This procedure (used on most long distance household moves) can cause considerable crushing damage to anything at the bottom of the pile. It is also slow and very labor intensive.
6.   What provisions do you have for contingencies such as a truck breakdown, an elevator failure, or the need for additional men or equipment?

The best answer is that someone of authority from the moving company will be accessible during your move. Such a person should be an owner or the general manager. Usually, the salesman has no decision-making authority in an emergency or last-minute change of strategy.
7.   What type of insurance coverage do you have?

John Shubert, president and CEO of Southern States Insurance, Inc., cautions, "The one with the insurance often becomes the one who pays." You may be contingently liable for accidents if your mover isn't adequately covered. "For your protection, you should demand current certificates of insurance listing workers' compensation as well as general liability coverage - $2 million for general aggregate and a $5 million umbrella," advises Shubert.
If you obtain replacement value insurance, don't think that it is a substitute for a good mover. This type of coverage normally does not cover valuable papers (your files) or recorded electronic data; and if you're put out of business while you're waiting for the insurance company to settle your claims, replacement coverage does not pay for your downtime and lost business. (Insurance companies have between 60 and 90 days to settle claims.)

A small minority of movers has a habit of billing for movers who are never on the move, i.e. "ghost movers." Will his company permit you to examine the payroll and cost records to verify all moving charges if you deem it necessary?


Ask for a list of the last five office moves with contacts and telephone numbers. Call all five contacts and ask the following questions:

A.   When did the mover move you? If the moves occurred more than 6 weeks ago, be suspicious.

B.   Ask how well the mover protected their furniture, p.c.'s, and contents.

C.   Ask if and how the mover protected their offices against damage.

D.   Ask if the mover completed the job in the time allotted, and if the bill exceeded the prices quoted.
10. Last; "a mass walk-through" does not save time.

This "herd" concept has become very popular in recent years but often undermines the entire selection process. First, movers on a mass walk-through will be afraid to raise vital questions for fear of informing their competitors how they propose to do the move. The mass walk-through also encourages unrealistically low bids by intimidating those who participate into second guessing their competitors' bids. Finally, the mass walk-through penalizes those movers who are thorough and detailed, and, subsequently, slower in taking their inventory. In order to keep pace with the pack, they are forced to take shortcuts or overlook important details.