Capital Transportation Logistics Sales Staff Implementation

1. Capital Transportation LogisticsSales Staff Implementation 2012 Transportation Management Consultants

2. 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

3. CTL Staff Paul St.Germain Laura Walsh Ryan Verranault Executive Staff Department Managers Richard Haney Nick Cooney Karen Byron Erin Verranault Gregory Cooney Mary Niedzwieki Transportation Management Consultants

4. CTL Hierarchy Transportation Management Consultants

5. CTL History Transportation Management Consultants

6. 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 Transportation Management Consultants

7. 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 modes Improves Cash Flow (4-8% additional savings) Uses detailed analytics to ensure continued savings Transportation Management Consultants

8. Discounted 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 1 Transportation Management Consultants

9. Carrier Selection CTL’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 1 2 TransRater Transportation Management Consultants

10. 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. Results to Customer: Saves an additional 4-8% savings in carrier errors alone Improves productivity by CTL capturing general ledger detail and cost center allocations 1 2 3 Transportation Management Consultants

11. 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. Results to Customer: 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 1 4 2 3 CapitalWorks Transportation Management Consultants

12. Cost Savings to Customer Hard Savings Soft Savings More informed customer services decisions Balance customer needs and costs Access to logistics expertise Comprehensive shipping data history Improved productivity Finance Operations Purchasing Customer Service • Lower rates - 8% - 15% • Reduced processing costs 80% • Audit Recovery 4% - 8% Transportation Management Consultants

13. Additional Services Transportation Management Consultants

14. How Does CTL Sell? Transportation Management Consultants

15. Decision Makers Best Worst Director of Logistics Transportation Manager Traffic Manager Warehouse Manager Purchasing Manager • CEO • President • CFO • Controller Caution • VP of Operations Caution Transportation Management Consultants

16. Chances of closing a deal with the following contacts… 1 in 1000 or 0 • Director of Logistics • Transportation Manager • Traffic Manager • Warehouse Manager • Purchasing Manager Transportation Management Consultants

17. Decision Makers and Qualifications Transportation Management Consultants

18. 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 Transportation Management Consultants

19. C-Level Must Do’s Prospecting messages Less than 20 seconds Why How How Much How Soon • 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 Transportation Management Consultants

20. C-Level Communication 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. Prospect: Hello, I’m Mr. CFO. What does your company do? • 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? Transportation Management Consultants

21. Good Customer Profile Characteristics How to Prospect SalesLogix – Hoover database CTL leads References Trade associations Marketing Partners – Agile Client Referrals Private Equity • 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% Transportation Management Consultants

22. Bad Customer Profile Characteristics What to avoid Food Manufacturing (fresh) Beverage Products Agriculture, Forestry, Fishing Mining Utilities Construction Selective Transportation and Warehousing Finance and Insurance Services Public Administration • 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 Transportation Management Consultants

23. Qualify C-Level 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 • 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? Transportation Management Consultants

24. 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 Transportation Management Consultants

25. How Do CTL Clients Benefit?& where to insert this in your presentation • Company Viability • Product/Services Fit • Support • Financial • Risk Transportation Management Consultants

26. Company Viability 13 Years of continuous growth and profitability Backing of a stabile Public Organization Management transportation experience Long term Client Loyalty Relationship with Carriers Transportation Management Consultants

27. 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 Transportation Management Consultants

28. Support • A dedicated Customer Service Team • Availability and response time • Depth of knowledge • Technology support tools Transportation Management Consultants

29. Financial • No up-front investment • No internal resource required • Savings start in 30 days • Actual savings measured monthly • Fees based on savings Transportation Management Consultants

30. Risk • No financial commitment • No change in operations • One year agreement • 30 days to implement • Rates protected by contracts with carriers Transportation Management Consultants

31. Transportation Management Consultants

32. The Sequence of Events Sequence 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 • Operations Evaluation of CTL • Benefit Analysis & Agreement Review • Agreement Execution • Implementation Transportation Management Consultants

33. 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. Transportation Management Consultants

34. 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 Transportation Management Consultants

35. Be Prepared, __ __ __ __ Happens Ever had this happen? 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 • 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 Transportation Management Consultants

36. Why Prospects Don’t Move ForwardBefore the Benefit Analysis event Freight is not on their radar Not willing to switch carriers Can’t get anyone interested Happy with their current 3pl provider Freight is not a significant expense Not willing to provide bills for BA Overconfident that they have the best rates Service 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” Transportation Management Consultants

37. Benefit Analysis What is it? 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) A statistically accurate analysis of LTL shipments that demonstrates the savings from CTL’s lower rates Transportation Management Consultants

38. 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 Transportation Management Consultants

39. Sample BA Transportation Management Consultants

40. Executive Summary Transportation Management Consultants

41. Why Prospects Don’t Move ForwardAfter the Benefit Analysis Event Wrong contact level The Salesperson has failed to sell management on the value. The Salesperson sold only rates and not the process The Salesperson did not get an if then upfront commitment. The Salesperson failed to sell the prospect’s organization The Salesperson did not react to Red Flag issues CTL rates were not competitive. Savings were not enough to consider changing Failure to negotiate a Win Win business agreement Transportation Management Consultants

42. Proposal process meeting Agenda for Meeting : Letter of Authority Agreement Review Agreement Preparation Transportation Management Consultants

43. Executive Summary Transportation Management Consultants

44. LOA – Letter of Authority Transportation Management Consultants

45. 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 ? Transportation Management Consultants

46. 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 Transportation Management Consultants

47. CTL Clients Transportation Management Consultants

48. Case Studies Transportation Management Consultants

49. Stoneridge Customer 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 Transportation Management Consultants

50. MacDermid Customer Since 2003 Pain Points in 2003 • 3 Divisions & 14 offices • 25 different carriers • No audit process • No Visibility Customer Demographics • Industry –Chemical Manufacturer • Employees – 2,100 • 2011 Sales - $728.77 M Freight Audit Savings since becoming CTL client = $709,995.13 Transportation Management Consultants