TRUCK, TRAILER AND COMMERCIAL VEHICLE DEALERS
Commercial Vehicle Dealers: Following Up Slow-Buying Transporters
A transporter with twelve trucks visited your yard two months ago and said he would decide after the season. He did not call, you did not call, and last week he bought three vehicles from a dealer who happened to be on the phone with him that morning.
We help commercial vehicle dealers manage long sales cycles: follow-up on each transporter, coordination between sales, finance and the service workshop, yard stock ageing and the spares counter. We do not advise on vehicle specifications, financing terms or permits. Your manufacturer, financier and the transport authority decide those.
Discuss your priorities ↗COMMON CHALLENGES
The pressures
we often see.
- 01A sale takes weeks or months, and the salesperson keeps each transporter's history in their head, so it is lost when the person leaves.
- 02Finance approvals involve the transporter's documents and the bank or NBFC, and no one at the dealership tracks where each file is stuck.
- 03Vehicles stand in the yard for long periods, costing interest and space, while enquiries for different models are answered without checking the stock.
- 04The service workshop and spares counter earn steady revenue, but they are managed separately from sales, and a buyer's later needs are not followed.
- 05Transporter customers prefer to speak to the owner, so the owner is pulled into calls and negotiation that a trained manager could handle.
OUR FOCUS AREAS
Where the work
usually starts.
- 01A transporter register with fleet size, last contact, next follow-up and the decision maker
- 02Quotes outstanding by age, with the next step and who is responsible
- 03Finance file tracker showing the lender, the document pending and days in each stage
- 04Yard stock by model and days in yard, matched to enquiries in hand
- 05Service and spares visits by buyer, so sales know which customers are active
- 06Salesperson duties on field visits versus yard handling, with a weekly visit plan
- 07Exchange of old vehicles and how valuations are recorded
- 08Monthly numbers: enquiries, quotes, bookings, deliveries and stock days
START THIS WEEK
Things you can do
before you call anyone.
- List every quote you gave in the last three months, with the date and the transporter. Mark the ones with no contact since. Phone five of them this week and note what you learn.
- Hypothetical example: you find 30 open quotes. Eighteen have had no contact for over a month. Splitting them among three salespeople makes six calls each, and one may already have bought elsewhere.
- Write the age in days of each vehicle in your yard. Put the oldest three at the top of next week's sales meeting.
A PRACTICAL ENGAGEMENT
Start with the priorities
that matter most.
We begin by understanding how your business runs today, find the gaps, and agree the scope in writing. Recommendations are shaped around your team, your resources and your goals.
- A transporter and quote tracker with follow-up dates and decision-maker names
- A finance file tracker and a weekly check routine with the bank contact
- A yard stock ageing sheet and a salesperson visit plan template
- A role chart for sales, finance coordination and service liaison, plus a monthly owner view
Not the right fit when: Not for a dispute with the manufacturer over your dealership, a permit problem or a financing default headed for legal action. Call your lawyer first.
Explore a business audit ↗LET’S MOVE YOUR BUSINESS FORWARD
