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Jay Wommack: Good morning, everybody. Bill, do you want to kick it off with what’s going on in the world around you?
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Bill Dorfner: Yeah, absolutely. Good morning, everyone. Thanks for jumping on with us today. We’re happy that you were able to get on here this morning. Obviously, right now in the trucking industry, you know, we’re watching fuel prices that are, you know, going all over the place right now. It’s a major concern, and so we thought it would be great to come on today and have a discussion about fuel prices, or not necessarily the fuel prices.
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Bill Dorfner: But your fuel efficiency and how your driver’s behaviors, change your fuel efficiency and how you can actually, try to maximize your profits or keep as much of your profits as you can, from going into the fuel tank by changing some of the driver behaviors. So we’re here with Jay Wommack, CEO of INFINITI, and I just wanted to have a discussion with you this morning, surrounding, a very hot topic right now in the trucking world.
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Jay Wommack: Yeah, absolutely. I mean, it’s, it’s, I was in a meeting a couple of weeks ago at the ATA headquarters in Washington, and their economist was talking about the price of diesel, and he didn’t see it going down anytime soon, even if the price of oil goes back down. So.
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Jay Wommack: this is topical, it’s one of those things we really need to be talking about. But one of my caveats, when I read a book, I hate to read a book that you have 300 or 400 pages, and all of a sudden you look back on it, and there were really only about 6 pages that were relevant.
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Jay Wommack: This webinar is those 6 pages. It’s going to be extremely relevant, and that’s what we’re going to look at. So I want to start out real quick with
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Jay Wommack: This concept that we’re about to pitch, that we’re about to talk about, we’ve been using for years, this concept.
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Jay Wommack: How simple it is. But the process. We walked into a company in 2008 during the financial crisis, and they used this process not just for fuel, but to actually run a company that had the most profitability for a refrigerated carrier.
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Jay Wommack: After we did this program with them, and they started to adapt it on almost every line item they talked about. So I want to start with this concept right now, and that is, you know, what is 7% better fuel economy worth?
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Jay Wommack: And when you start looking at these numbers.
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Jay Wommack: Today, in today’s dollars, in today’s values, 7% improvement in fuel economy.
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Jay Wommack: is $6,650 per truck, assuming you have about 108,000 miles per year. And we got these numbers from ATRI and places like that to confirm these things in research reports. And we didn’t just pull 7% out of thin air. There’s a reason we use 7%, is because they’ve done some studies on that.
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Jay Wommack: But I want you to think about what if right now.
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Jay Wommack: If you run more fuel efficient 7%, that’s what it’s worth to you. And if you’ve got 1 truck, $6,600. If you’ve got 10 trucks, $66,000. Y’all can look at the numbers up here, and this is very, very real and very, very doable, because we have a saying around here, and that is.
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Jay Wommack: Your greatest asset and your biggest liability is the behavior of your employees. Now, if you can imagine
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Jay Wommack: We started this program with the concept of, how do we get your employees to behave differently towards this particular line item, towards fuel?
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Jay Wommack: So…
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Jay Wommack: The question you ought to be asking yourself is, is it really doable? So let’s go to the next slide and take a look.
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Jay Wommack: Is it realistic? Well, it don’t take our word for it. We have testimonials that claim 7% on a very generic program that we created, and we’ll tell you our philosophy and our theory in here in just a second.
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Jay Wommack: But we got a 7%, you know, testimonials, they’re all over the board. We… the worst I think we had was, like, a 3.5%. We actually got up to 13.3%, but 7% has been documented
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Jay Wommack: With outside agencies, with outside companies, the energy research, there’s a white paper that we can send y’all that’s a reference down here at the bottom of it. It talks about 5.2 to 7.5.
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Jay Wommack: With the upper estimates in the intervention group of 9%.
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Jay Wommack: I want you to think about what that would do to you right now.
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Jay Wommack: With your… with your company, how much more competitive could it be?
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Jay Wommack: Now, one of the things I hear a lot when we start talking about fuel efficiency is, oh, we already have, we’ve, we’ve got automatic trucks now, we have all sorts of things like that, well
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Jay Wommack: Behavior of your driver.
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Jay Wommack: Of your employee is what makes the biggest difference.
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Jay Wommack: In Fuel Economy.
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Jay Wommack: Or in profitability at your company. Once again, let me go back to the behavior of your employees, your greatest asset, or your biggest liability. So what we want to do is we want to do behavioral change training. Much like Nick Saban says, let’s follow the process.
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Jay Wommack: In order to get people to change their behavior, our philosophy is real simple.
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Jay Wommack: It’s got to be short, sweet, to the point, and it’s got to be repeated over and over and over again.
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Jay Wommack: I know as managers, y’all deal with this every day. We call it whack-a-mole around here.
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Jay Wommack: We teach somebody how to do something, and for about a day or two or three, they do it, and then it starts to drift back into the bad habits. That’s why our philosophy is 26 to 52. We want to do 26 weeks, we want to do 52 weeks, we want to be one to two minutes, we want to be able to remind them, teach them, remind them.
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Jay Wommack: And have them go forward with that and that’s how they’re going to get the results so if we go to the next slide.
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Jay Wommack: Yes.
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Jay Wommack: Oh, Bill, this is your slide. So it’s not just fuel we’re talking about. It adds to other things. So, Bill, this is. This is your forte.
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Bill Dorfner: Yeah, absolutely. As a former safety director of a 500 truck fleet, we, you know, look at behaviors, and you know, nowadays, safety directors are getting… you’re getting inundated with data, you’ve got your ELD systems, they’re sending you the alerts every time a driver hard brakes, hard accelerations, has a hard turn, you’re getting an alert for it, and you’re having to go through and do the coaching.
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Bill Dorfner: And all of that actually ties in as well with that fuel efficiency.
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Bill Dorfner: And what I’ve seen is that fuel-efficient drivers tend to have much fewer hard brakes, hard accelerations, hard turns, you know, and less rear-end collisions, following too closely, all of that stuff.
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Bill Dorfner: Likewise, the drivers who are trying to exhibit the very safe behaviors of not following too closely, not being on the accelerator and the brakes all the time, tend to be your more fuel-efficient drivers.
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Bill Dorfner: So it’s a reciprocal relationship there, and we have the data. Almost all of these ELD systems now will tell you who your drivers are, what their fuel efficiency is.
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Bill Dorfner: Some of them will even tell you, like, in what speed bands that driver is driving on a regular basis, and what their fuel economy is in that speed band, and using that data to talk to your drivers about those things can definitely increase your fuel efficiency.
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Bill Dorfner: You know, our slide here shows, you know, you have a 7% lower chance of odds of hard braking, and you can see the statistics there, you know, it goes all the way down to 4% lower odds of collision. You know, a study by Motive shows even much, much higher numbers of, you know, a 78% fewer hard accelerations.
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Bill Dorfner: 20% less idling, 40% less hard braking.
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Bill Dorfner: So there’s a gamut there, but one way or another, you are cutting back on those incidents, those coaching sessions.
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Bill Dorfner: By just preaching fuel efficiency.
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Bill Dorfner: And, you know, I found that personally, as a patrol supervisor, when I was with the police department, I challenged our team to try to, you know, increase their fuel efficiency. And that month, I took fewer complaints, fewer driving complaints from the motoring public of, you know, this driver, you know, this guy was driving down the road and hitting the accelerator for no reason, you know, coming off of green lights.
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Bill Dorfner: So, you know, it works. And, you know, there’s a term that says.
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Bill Dorfner: Slow is smooth, and smooth is fast. And if you can get your drivers to take that concept of thinking, you know, if we just slow it down a little bit and drive a little bit more smoothly, you’re still gonna get there in about the same amount of time, you’re gonna have fewer incidents, you’re gonna have to have fewer stops.
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Bill Dorfner: So changing that behavior can also save you a ton of money on fuel. And you’ll you’ll see the results if you use that data to your advantage.
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Jay Wommack: And you’ve seen the inside data on that since you, I mean, you, you set up some for a major underwriter, you set up the entire safety department, so you’ve seen thousands of companies’ numbers and looking at things of that nature. That’s really the power of what you bring to the table too. Once again, don’t take our word for it. We can give you a reference other than our own company.
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Jay Wommack: on how this has impact on your overall profitability in your company.
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Jay Wommack: Next slide, please, sir.
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Jay Wommack: But this is a powerful slide because in anyone that manages people knows this is true. Knowing isn’t doing.
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Jay Wommack: You know, everybody knows how to be more fuel efficient. Everybody has the knowledge to do that. The question is, what is their behavior? You know, I know what burns fuel.
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Jay Wommack: I can change how I drive.
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Jay Wommack: What’s the habit?
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Jay Wommack: What do they do consistently day in and day out? And that really is where we… where we…
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Jay Wommack: Excel, bringing it to the table.
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Jay Wommack: So, if you target fuel efficiency and you target
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Jay Wommack: better behaviors in driving, more fuel efficient, and you remind them over and over and over again, create that habit, all of a sudden you get a great result. And I have a good story to tell when we go to the next slide, but… Yeah, once again, our message, it’s short, sweet, to the point.
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Jay Wommack: And we take it to the next level. So here’s the story I want to tell you all about, and I know this is prophetic.
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Jay Wommack: And if any of y’all watch Hallmark movies, I can’t believe I’m referencing Hallmark, you know, this early in the day in the transportation industry. However, if any of you watch Hallmark, they have their movies called the Godwink series. And I had a Godwink this week right before I came in to tell the story.
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Jay Wommack: So, here’s the story I want to tell you, and this changed the trajectory and made one of the most profitable refrigerated carriers that started during the 2008-2009 financial crisis, and they used this concept
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Jay Wommack: that we brought to the table, and they operated with a, at that time, 88 to 92 operating ratio, which meant they were making anywhere from a dot… they were making anywhere from
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Jay Wommack: From 12 cents to 8 cents.
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Jay Wommack: profitability per dollar when the rest of the industry was running 101 to 102, losing 1 to 2 cents. And if you go look at the top 10 best companies in the industry at that time, they were running somewhere between 94 and 96 OR.
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Jay Wommack: So they were making anywhere from 4 to 6 cents. This company that used this process was making 8 to 12 cents. So.
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Jay Wommack: Here’s the story.
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Jay Wommack: A friend of mine used to run this company, and he was he was one of my mentors. And I walked into him one day and I said, I’ve got this great idea. And he said, I’ll be the judge of that. And he was truly that kind of a guy. He’d look at me and he’d say, Well, that’s the stupidest thing I ever heard of, or he’d say, That is brilliant, let’s try it.
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Jay Wommack: I walked in one day, and I said, do you keep up with the fuel economy of your top drivers? And he had 1,400 trucks. And he said, yeah, we do. I said, do you mind if I interview your top 5 most fuel-efficient drivers, and just ask them
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Jay Wommack: How do they drive a truck?
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Jay Wommack: And so we did. We put a camera on those top five drivers and we just let them talk.
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Jay Wommack: The concept here was we wanted the driver to talk to us about how are they more fuel efficient.
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Jay Wommack: Versus someone at Freightliner or someone at Peterbilt that tells you the aerodynamics of a truck, or someone in a white collar trying to tell a truck driver how to drive a truck more fuel efficient. We let mono a mono, truck driver to truck driver.
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Jay Wommack: Now… I remember the first truck driver that we interviewed.
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Jay Wommack: Now, here’s the God link.
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Jay Wommack: Last weekend, my wife and I were out walking.
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Jay Wommack: And I saw this pickup truck sitting in my daughter’s driveway and he was waiting to pick up somebody for an Uber ride.
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Jay Wommack: And I walked up, asked him who he was, what he was doing.
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Jay Wommack: And I recognized his voice.
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Jay Wommack: Now.
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Jay Wommack: In 2007, when we first started doing this program, he was the first driver we interviewed.
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Jay Wommack: And he remembered actually doing the program for us, and he went on building, went on and did some DOT reports for us as well. But he took this same knowledge and eventually opened up his own little owner-operator company and worked for this company.
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Jay Wommack: So 1,400 trucks. Here’s what they did. We set up 26 short, sweet to the point weekly
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Jay Wommack: videos. We wanted the driver bill to log on, watch the curriculum, take a short little test, log out, and go on and do it every week for 26 weeks.
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Jay Wommack: They generated a 13.3% improvement. Now.
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Jay Wommack: At the time, the price of fuel was lower than it is today. That was an $8.4 million savings.
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Jay Wommack: Today, that would be $16 million.
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Jay Wommack: Here’s the difference between 13.3 in the 7% testimonials and the generic other.
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Jay Wommack: This was done specifically for that company with their drivers, with their logos, with everything that was done about them. So they were looking at each other, they were looking at their peers, and they were having fun doing all that. So they got a lot of word of mouth going that way.
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Jay Wommack: So… This company… Use this starting point.
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Jay Wommack: And they, they looked at how they got the behavior change going with just fuel.
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Jay Wommack: They brought in an outside firm and looked at every line item on their P&L and balance sheet. Took them 6 months to do it.
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Jay Wommack: And that’s how they generated
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Jay Wommack: the OR that they were looking for. But it started with this concept of behavioral change and fuel efficiency in the 2008 and 2009 financial crisis. We actually started filming in 2007 on that. So, that is a really good story, and if anyone wants to know the name of the company, I’ll be… my cell phone number is 903-244-
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Jay Wommack: 2192. And if you text me, I’ll tell you the name of the company and give you all the references on that.
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Jay Wommack: Next slide, please, sir.
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Jay Wommack: Okay, so with artificial intelligence, customization does not have to be expensive, and it’s completely changed the way we do things. In the past, we would have to go in and sit down and get the cameras and the crews and everybody to put the drivers out there and literally spend 4 or 5 or 6 days filming, and then
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Jay Wommack: Spend about 3 months editing and putting all of this together specifically for that company.
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Jay Wommack: With artificial intelligence, it makes it very, very simple. And we have all of the technology here to do this for your company.
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Jay Wommack: The first thing you have to do.
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Jay Wommack: 3 minutes worth of video questions. Question and ask… we ask questions, we put the camera on you, and we get your voice inflections, and with artificial intelligence, that’s all we have to do. Now we take the script.
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Jay Wommack: And we plug that into… your video.
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Jay Wommack: And your video is now… so, for example, if we take Bill Dorfner, and let’s just assume Bill has Dorfner Trucking Company, and Bill wants to do a fuel-efficient program, all we have to do is put 3 minutes worth of camera time on Bill one time.
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Jay Wommack: And we can create the entire 26-week series with the scripts that go along with what drivers say about driving trucks more fuel efficiently.
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Jay Wommack: And we can do that in such a short period of time. Doesn’t take 3 months to knock it out. It takes about 3 weeks to knock it out, doing it that way. Much more efficient, AI-assisted custom production, and we can deploy all 26 weeks rapidly, which makes a big difference nowadays, because
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Jay Wommack: Just because the price of fuel is so much. I drive a diesel pickup truck, and I know what it costs to fill that up. I can’t imagine what you guys are feeling, the pressure of driving those 18 wheelers. Next slide, please, sir.
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Bill Dorfner: That is the last one, Jay.
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Jay Wommack: Oh, is that the last slide? Okay, well, that’s it. I was going to tell everybody.
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Bill Dorfner: There we go. Sorry, it’s not the last one.
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Jay Wommack: Okay. There you go.
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Jay Wommack: Here we go, so…
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Jay Wommack: Don’t let the fuel surcharge. I’ve had this thrown back at me too. Oh, we get a fuel surcharge. I will tell you the difference between the successful companies and the ones that are not as successful.
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Jay Wommack: I’ve seen it in…
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Jay Wommack: We’ve done 200 million training sessions, we’ve dealt with over 5,000 companies. We see the inside story on what’s happening with companies and what doesn’t happen with them. And the ones that think, oh, we got a fuel surcharge, we’re gonna make it up that way.
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Jay Wommack: The competition, who also gets a fuel surcharge, that is also driving more fuel efficiently, and actually trying to save more gallons per mile, and save their profitability.
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Jay Wommack: Absolutely can out-compete.
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Jay Wommack: And can make more profit per mile.
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Jay Wommack: So, and you can pass that on, or you can pick up new clients that way, because the behavioral… behaviors of your salespeople make a big difference as well.
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Jay Wommack: So, anyway… Once again, don’t take my word for it.
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Jay Wommack: Go look at the stats, go look at the logic, go look at the reasoning of what’s going on behind that. And then the last slide is our pitch, and then we’re gonna wrap it up.
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Jay Wommack: What would your baseline numbers be? You have the technology today to know exactly what your MPG is, and you can even do it by region if you’ve got. Obviously the Rocky Mountain region is a little bit different than the flat western plains.
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Jay Wommack: But if you can look at it and you look at your 26 weeks, you’ll know exactly what your MPG is and you’ll know how to improve that and you’ll see the measurable results and it will add to your top and to your bottom line.
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Jay Wommack: And it may save your truck, it may save your company during these competitive times that we’re in right now. Last slide is the coming up. That’s the one where we make our pitch to you.
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Jay Wommack: So… Everybody has a pitch. This is our pitch. It is real simple.
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Jay Wommack: If you want a custom program with 26 weeks that’s going to have better results than the standard 7%, if you get 90% of your drivers to use the program, if your dispatchers actually go through the program as well, they know what your drivers are having to deal with.
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Jay Wommack: If you get a 90% usage by your drivers, then you’re gonna have the results that you’re looking for, and they do it for 26 weeks. It’s gonna be that short, sweet reminder to the point to do that.
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Jay Wommack: Custom 26 week program. We normally charge $35,000 for it because fuel is so critical right now.
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Jay Wommack: If you’re on this webinar, it’s $11,000.
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Jay Wommack: If you’re already an existing client, we’ll do it for $5,500.
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Jay Wommack: And if you just want the generic version.
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Jay Wommack: 3,000. Normally, we charge 12,000 for the generic version of it.
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Jay Wommack: If you don’t want it customized, if you don’t want anything like that, then we’ll do that one for $3,000. Like I said, I like the 6 pages of a book that’s 300 pages long. This is the most critical thing you can do. Once you do something like this, and you see the results.
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Jay Wommack: I will guarantee you the next thing you’re going to want to do is you’re going to start looking at other line items on your P&L and your balance sheet and say, wow.
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Jay Wommack: If we can get behavioral change on that one line item.
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Jay Wommack: Look at the difference it will make to our profitability.
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Jay Wommack: One last quick story. We did it internally at our own company. We looked at one line item. We spent $12,000 against that line item. And over the next seven years, it made a $7 million difference.
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Jay Wommack: 12,000 deployed on the right line item made a $7 million difference in our company. So, yes, we absolutely believe in behavioral change training. And so, for the first 10 companies that sign up on this.
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Jay Wommack: if y’all want to take advantage of it, then we will, twice a year, do two executive fuel performance reviews to take a look at it and see what we need to do to improve fuel efficiency once again in your company. So, my cell phone number is 903-244-2192, if anybody is interested.
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Jay Wommack: Give me a text, and I’ll reach back out to you, or have one of our people reach out to you.
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Jay Wommack: And Bill, if you have any closing thoughts, or if we have any questions that we need to answer, we’ll be glad to answer questions.
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Bill Dorfner: Yeah, I’ll just close with this. You know, as a safety director, I never wanted to ask the drivers to do anything that I wasn’t willing to do myself, and that included, you know, running with a dash cam in my vehicle. I even had an ELD plugged into my vehicle at times to log the hours when I went on long business trips. But one of the things about fuel efficiency is I found it even in my personal vehicle, and I would just issue this challenge to anybody on here right now.
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Bill Dorfner: To just be able to see how easily it is to get results on fuel efficiency if you’re exhibiting the right behaviors.
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Bill Dorfner: Take a look at most cars right now, have that thing on your dashboard where you can see exactly what your miles per gallon is, and your average miles per gallon is. Go ahead and take a look at what that is right now, hit the reset button, and for the next week, just try to exhibit
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Bill Dorfner: Some better behaviors, less, you know, greater following distance, smoother stops and starts.
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Bill Dorfner: And see what the result is at the end of that week. I’ve been able to do it in my personal vehicle and increase by 22%.
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Bill Dorfner: The question is, how do you get that message out to your drivers and keep it consistent? Because I know as soon as I stop, or I start looking at tire pressure, or something else, something different, I forget about those behaviors, and it goes right back down.
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Bill Dorfner: So that 26 weeks is a constant reminder of, Hey, try this, try this, try this. It actually works. Do it for yourself. And, and, and see the results. And then think about, wow, what, what would this do for our fleet if this could translate to all of our drivers driving the trucks across the country? So that’s my, that’s my closing challenge for you is, is, is try it for yourself and, and you’ll, you’ll see how, you know, getting those results can save you a ton of money.
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Jay Wommack: So we’re going to leave this poll up for just a second and then that’s it unless anybody has a question.
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Jay Wommack: Bill, I’ve enjoyed this morning, and like I said, I like to keep them short, sweet, and to the point, and so we’re going to start a series of targeting line items on your P&L balance sheet so we can improve profitability of trucking companies, and it’s going to be called the Train to Win series, and we’re going to start doing that one pretty soon, and
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Jay Wommack: I’ll give you all exact times. In two weeks, we’re going to do another one of these types of webinars on fuel efficiency. If you have more questions, or if you want to come back a second time to
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Jay Wommack: To hear a little bit more about it.
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Jay Wommack: We’ll be here and then we’re going to start doing this every two weeks on the train to win and targeting line items because profitability right now is a big, big deal.
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Jay Wommack: All right, Bill, thank you very much.
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Bill Dorfner: All right. Thank you all for joining us.
