In the steel business, it’s easy to measure success by how many tons move through the door each month. That’s the metric that gets tracked, celebrated, and reported. But if you’re a VP of Sales and you’re only watching volume, you might be missing a bigger opportunity—and a brewing problem.

Because not all tons are created equal.

Some bring healthy margins, sticky customer relationships, and recurring business. Others are cutthroat, low-profit deals that train your team to chase price instead of building value. The question is: are your sales reps just pushing tonnage, or are they truly selling value?

Why This Distinction Matters

Moving more steel doesn’t always mean making more money. In fact, high-volume, low-margin deals often drain resources, burn out your team, and make your company vulnerable to price-driven churn.

Sales reps focused solely on volume tend to:

Neglect long-term strategic accounts in favor of fast wins

Offer unnecessary discounts to close deals quickly

Undervalue service, quality, and delivery performance

Compete solely on price instead of total cost of ownership

On the other hand, value-selling reps:

Understand the customer’s pain points and priorities

Position your company as a problem-solver, not a commodity shop

Build deals around total impact—reliability, lead times, risk mitigation

Win loyalty that lasts beyond the next quote round

As a leader, it’s your job to help your team shift from chasing tons to closing value.

The Roots of a Tonnage-Only Culture

If your team is stuck in a tonnage mindset, it’s not their fault. It’s likely a result of:

Comp plans that reward volume, not margin or customer lifetime value

Quoting systems that default to price-first logic

Lack of training on consultative selling techniques

Pressure from leadership to hit aggressive top-line targets

You’ve probably heard it yourself: “Let’s just close the order. We’ll make it up later.” But in a margin-sensitive industry like steel, “later” rarely comes. What you close today sets the tone for tomorrow’s business—and tomorrow’s profit.

What Selling Value Really Looks Like

Selling value doesn’t mean you stop being competitive on price. It means you compete smarter. You connect your offering to what really matters to the customer.

Instead of saying: “We can beat that price,” your reps say: “Here’s how we can help you avoid a production delay.”

Instead of pushing a generic quote, they offer options: one that hits the budget, one that shortens lead time, and one that lowers risk.

Value-selling reps:

Ask more questions before quoting

Lean on data to justify price

Offer delivery performance stats, mill certifications, compliance support

Position your internal capabilities—like warehousing, processing, logistics—as part of the deal

They don’t just sell steel—they sell outcomes.

Coaching Your Team to Sell Value

You don’t have to overhaul your whole sales strategy to make this shift. Start by changing the conversations your reps are having.

1. Reframe the Metrics
Track and reward not just revenue, but margin per ton, deal profitability, and account retention. Highlight wins where reps protected margin and won the business.

2. Equip Reps With Better Tools
Give your team quoting software that can surface value-driven options. Create playbooks around common objections (“your price is too high”) that help reps pivot to value.

3. Train on Consultative Selling
Most steel reps were trained to quote and close. Invest in training that teaches discovery, positioning, and negotiating with confidence.

4. Use Win/Loss Reviews Wisely
After every major deal—won or lost—review what worked. Did we win on value? Did we cave on price too early? Capture lessons and share them widely.

Customers Are Ready for This

The best part? Today’s steel buyers want more value. They’re juggling complex supply chains, rising expectations from their own customers, and internal pressure to mitigate risk.

If your team can walk in and offer more than a number—if they can offer insight, strategy, and reliability—they become more than a vendor. They become essential.

And when you’re essential, you’re not in a race to the bottom. You’re in a relationship built to last.

Final Thought: Stop Selling Steel, Start Selling Solutions

There will always be deals won and lost on price. That’s the nature of the business. But if your team is stuck chasing tons, you’re leaving money—and loyalty—on the table.

As a VP of Sales, your greatest asset is a team that knows how to sell value. Invest in that shift. Reinforce it every day. And make sure your best reps aren’t just moving metal—they’re building partnerships that last far beyond the next load.

Because the future of steel sales isn’t about more tons. It’s about better ones.