Maintenance supervisors
Downtime, spare parts and the shutdown window.
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A real selling situation, a prompt you can copy, and a worked example in your inbox every morning. Built on 35 years of industrial B2B sales experience, for people who sell to plants, engineering, maintenance teams and production.
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Examples cover
Machinery Components Materials MRO suppliesWho it is for
Every prompt is written for you, the salesperson, and for the people you call on. A maintenance supervisor, a plant manager and a purchasing agent each want something different from you, so each prompt is built around how that buyer thinks and decides.
The types of buyers you call on
Downtime, spare parts and the shutdown window.
Output, cost per hour of lost production and capital approval.
Specifications, fit with the existing line and technical questions.
Price, delivery and what happens if a supplier lets them down.
Compliance, guarding and what follows an incident.
Stock levels, critical spares and reorders that happen on time.
What you get
Every email follows the same format, so you can read it in a minute and use it before your next plant visit or call.
Questions that uncover downtime (SPD #038)
Move from 'we have some downtime' to a line, a frequency and a cost.
Hi Joe,
Wednesday edition. Ask a maintenance manager whether the plant has any downtime problems and you will hear 'not really' or a list of everything, depending on the day. Neither answer tells you where to start, because downtime only becomes a problem you can solve when somebody can say which line, how often and what it costs.
Today's prompt writes a set of questions that move from the general to the specific, so the conversation ends at a number you and the manager can both write down.
Take the questions on a notepad and let the manager do most of the talking. Here's the prompt.
I am going to talk with a [job title] at a [type of plant] about downtime. I sell [product or service], which helps with [type of failure or stoppage]. Write 12 questions in order, starting with open questions about how their day runs and ending with specific ones about which equipment stops most often, how long each stop lasts, what they do while waiting for repairs and what an hour of lost production costs. Mark the three questions I should not skip. Add two follow-ups I can use when an answer is vague, and a simple way to write down their numbers so I can repeat them back at the end of the call.
Here's how you might fill in the blanks:
"I am going to talk with a maintenance manager at an iron foundry about downtime. I sell refractory lining services, which helps with unplanned furnace relines."
You should get twelve ordered questions with three marked as essential, two follow-ups for vague answers and a simple note format for the numbers.
REASONManagers rarely carry downtime figures in their heads, so a conversation that builds them out loud gives you both a number to work with. A cost the manager helped calculate is far easier to act on than one you claim.
Ask the questions in order and write down the manager's own words for the cost of a stop. Read them back before you say anything about your product.
See you in your inbox tomorrow,
Colin
P.S. Tomorrow's prompt helps you put the cost of a stoppage in front of the buyer.
The week
Each day has its own theme, so over a week you cover the whole sales process, from finding the right plant to keeping the customer who reorders.
What is coming
A new prompt every morning, written for the way plants actually buy.
Questions
One useful prompt in your inbox every morning, with an industrial example you can adapt to your buyers and your products.
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