by Fronetics | Oct 5, 2017 | Blog, Leadership, Strategy, Talent
A hot temper. Moodiness. Micromanagement. These are common traits of a bad leader.
What’s the number one reason talented employees quit? Gallop polls show that 50% of employees cite their managers as the reason for leaving. A bad leader can cost your company. And poor leadership at the highest levels of a company can be detrimental to a business (Theranos’ Elizabeth Holmes and Turing Pharmaceuticals’ Martin Shkreli, as two recent examples).
While we often write about successful leaders and positive leadership traits, I think it’s about time we start talking about the opposite end of the spectrum. Here are 6 common characteristics of poor leadership that should be red flags to all companies.
6 ways to be a bad leader
1. Lack of transparency
Everyone appreciates honesty and transparency, and the same holds true in a professional setting. Even if you’re trying to prevent worry or stress, employees know when you’re not giving them the full picture and it makes their jobs more difficult.
Your team will appreciate knowing where they stand within the company and the greater goals you’re trying to accomplish. Oftentimes this leads to more focused and driven employees, who take pride in being part of a team working toward mutual goals.
2. Insulting employees in front of their coworkers
We all make mistakes. We are human, after all. But how a supervisor reacts to an employee’s mistakes is a direct reflection of their leadership style — good or bad.
We have all witnessed a leader get upset when issues arise. That’s natural when s/he is invested in the business. Good leaders know cooler heads prevail, offering constructive criticism in an appropriate one-on-one setting. But a bad leader berates employees in a group setting. Instead of helping employees learn from mistakes, his behavior only alienates people and causes resentment.
3. Micromanaging
I bet you are thinking of a specific manager from your past, as I am. Micromanaging may be my least favorite characteristic of bad leadership. Nothing says, “I don’t have faith in your work,” like a boss that is constantly looking over your shoulder.
Employees are only able to grow and develop if they are allowed to do so. Supervisors should provide direction and then empower their teams to get the work done. Your employees will become more confident and productive knowing they have your trust in their abilities and the space to be creative.
4. Lack of empathy
As leaders, we must understand that our jobs are important, but so are our employees. Understanding the challenges that your team faces, both professionally and personally, is key to creating happy and productive employees. When supervisors work to alleviate barriers, they create a supportive culture among their team.
5. Inconsistency
Last-minute changes, mixed signals, and overall inconsistency can lead to confusion and frustration within your team. Leaders who blow up at one person but listen intently to another foster fear among employees, who become unsure of how to approach you. That leads to lack of communication, which is never good for business.
Lack of consistency leads to a lack of trust and slows productivity. Employees that are unclear on direction or expectations spend time and energy worrying about how to approach their supervisors instead of how to get the job done.
6. Closed-mindedness
Feedback can be hard to hear, especially from your staff. But an unwillingness to listen to your team and take their ideas seriously will create tension.
Leaders that dig their heels in and refuse to consider new perspectives make employees feel undervalued and unable to control their own destiny. Not only does this cause employee dissatisfaction, but also leaders miss out on potentially good suggestions to improve business.
Remember, businesses don’t fail — leaders do. What other traits make a bad leader, in your experience?
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by Fronetics | Oct 3, 2017 | Blog, Content Marketing, Marketing, Social Media, Strategy
Learn how a mobile advertising network and an inbound marketing agency tried Quora as a marketing tool.
Last month, I gave you some tips on how supply chain and logistics marketers can use Quora to build their brands. If you’ve forgotten why you should be incorporating Quora into your marketing strategy, here’s a quick recap:
- Research: Quora offers amazing insight into what thought leaders in the supply chain and logistics industries are focused on. Just by tuning into the conversation, you can gain extremely valuable knowledge.
- Connections: This social media platform gives you a perfect space to connect with peers in your industry and with potential buyers, as well.
- Reputation building: Quora is one of the best tools out there for reputation building. It allows you to participate in and contribute to conversations that can shape the future of your industry. Using this platform effectively gives you the opportunity to become a resource for others in your industry and for your target buyers — and there’s no better reputation builder than that.
Plenty of business are already using Quora extremely effectively, seeing ROI and more. But supply chain and logistics companies have yet to jump on this untapped opportunity. Let’s take a look at a few success stories.
2 B2B companies successfully using Quora
Kiip
This mobile advertising network has a unique business model that “redefines how brands connect with consumers.” Back in 2014, the marketing team did a series of experiments — one of which was answering questions on Quora — to figure out which growth strategies would be most beneficial for the business model. Read about Kiip’s Quora experiment here.
Kevin Fishner, Kiip’s director of growth, said that his goal in answering Quora questions was to “build our brand presence in the mobile advertising space while driving quality leads to our site.” He offers the important insight that there is a fine line between offering valuable answers and blatantly pitching your product.
“If the question directly pertained to Kiip,” Fishner says, “I’d drop a link at the bottom of my answer. If it was a more generic mobile advertising question, I’d use insights from our campaigns at Kiip and leave it at that.”
Fishner points out that answering questions thoughtfully takes a significant time investment. But in the end, this investment is worth it for your business in all kinds of ways.
As you join the Quora conversation, keep Fishner’s insights in mind. Promoting your brand isn’t always about pitching your product. Becoming a thought leader can be just beneficial, if not more so, for your brand and, ultimately, for your bottom line.
IMPACT
Impact is an inbound marketing agency based out of Connecticut. Earlier this year, IMPACT blogger Carolyn Edgecomb wrote about how the company used Quora marketing to build brand awareness. Like Fishner, she points to following core advice for using this platform: “Hustling or selling is exactly what you shouldn’t be doing on Quora. Instead, aim to spread knowledge.”
Based on IMPACT’s experience on the site, she suggest that “by regularly engaging with other members, you’re able to gain key insights from leading experts, target your audience, and even repurpose your content while answering and asking questions.”
For IMPACT, Quora was less about generating ROI and more about “increasing brand awareness and establishing thought leadership.”
Supply chain and logistics companies can take inspiration and insight from these two Quora marketing success stories. The field is largely open. Start looking for questions you can answer, become a part of the conversation, and aim to become a thought leader.
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by Fronetics | Sep 28, 2017 | Blog, Current Events, Strategy, Supply Chain
Terrorism is a reality that, unfortunately, requires our growing attention in the supply chain world.
The British Standards Institution Supply Chain Services and Solutions publishes an annual report that analyzes global trouble spots for supply chain operations. This year’s report focused on the continual rise in terrorist attacks and how it will continue to affect the supply chain.
In 2016, there were 346 attacks in just one year — that’s an 8.5% rise on the previous year, averaging 6.7 attacks every week.
Terrorism, in its broadest sense, describes the use of intentionally indiscriminate violence as a means to create terror or fear to achieve a political, religious, or ideological aim. This violence can take on many forms, including cyberterrorism, and can have dire consequences to the supply chain.
“The direct impact from acts of terrorism and the indirect effects from terrorist organizations’ exploitation of the supply chain have been, and will continue to be, critically felt across Europe,” said David Fairnie, principal consultant in supply chain security at BSI.
In 2016, supply chain terrorism attacks were more widely distributed than in any previous year, with 38% more countries suffering attacks. The top 10 countries for supply-chain-terrorism incidents accounted for $664 billion worth of global exports. That includes $96 billion of exports to the United States. Clearly, a significant volume of international trade is at risk for disruption by terrorist groups.
I recently spoke with Randy Russell of the Russell Group, an agricultural lobbying firm that works with farmers and manufacturers from the supply chain, to ask about his thoughts on terrorism and the impact it can have on the supply chain, especially related to our food and water supplies.
“Terrorism is a global problem that strikes locally. The net result of the horrible tragedy of 9/11 was a wake-up call to all Americans about the threat of terrorists groups. We have invested billions in intelligence and homeland security to ensure that a large-scale attack doesn’t affect two major areas in the U.S., our water supply and an outbreak amongst our food supply, especially our cattle industry.
“No country is completely safe, but we are exponentially better prepared to stop such attempts because of a well-coordinated effort. Remember at the heart of of terrorism is the hatred of democracy and the freedoms it is built upon. Their whole approach is to create fear and doubt within the boundaries of those who embrace freedom.”
We know the nation is doing its part to keep us safe, but how are we keeping our businesses and brands safe as well? The need for brand safety has never been higher. Sarah Golding, president of IPA and chief executive at CHI & Partners, called for the industry to do more to protective itself, stating that an estimated 20% of the $32 billion spent on digital video and display advertising is fraudulently billed.
So How Can You Prepare Your Supply Chain for terrorism?
Munters Lean Manager Marcelo Simiao weighed in on how he believes businesses can prepare themselves in the event of an attack:
“From the point of view of the supply chain, the consequences of a terrorist act on places such as airports, ports, and railroads are not much different from the ones caused by natural disasters. Therefore the preparations should be similar.
“The difference is that some of these areas don’t have contingency or emergency plans for natural disasters because risk varies according to regions. So, these areas should make a thorough risk analysis similar to other areas’ natural disaster plans, and also put it in place in the case of terror threats.
“Corporations should include in their risk analysis not only areas subject to natural disasters, but also the ones with high risk of terror attacks. They must include actions such as diverse footprint, secondary suppliers for the same components, emergency changes on factories set up. These actions are used to compensate losses/disruption of the supply chain flow.
“Furthermore, real-time data acquisition, big-data analysis, and effective planning are the key to fast reaction times for corporations once an attack/disaster happens. The sooner the corporation takes action in order to mitigate disruption, the less its flow will be affected. If an airport is closed, it is important to be the first one to know and the first one trying to move the cargo through alternate routes/intermodal.”
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by Jennifer Hart Yim | Sep 27, 2017 | Blog, Manufacturing & Distribution, Strategy, Supply Chain, Talent
Insights from the Procurement 2020 survey
This guest post comes to us from Argentus Supply Chain Recruiting, a boutique recruitment firm specializing in Supply Chain Management and Procurement.
it’s no secret that the world of Procurement is changing and fast. With automation, big data and burgeoning AI systems removing more and more of the profession’s “tactical” or “clerical” tasks, companies are calling on their Procurement teams to be more strategic, more nimble, and more innovative. They’re expecting their Procurement functions to deliver not just bottom-line cost-savings, but other sorts of value, adding to organizations’ overall competitiveness.
Procurement, you’ve come a long way, baby.
But a new survey of 200 C-Suite executives from a variety of industries and functions presents a rather dispiriting picture of the Procurement function today – or at least how it’s perceived. Held by Management Consulting firm Ayming, the survey explores a wide base of opinions from some of business’s top leaders – CEOs, CPOs, COOs, and CFOs – about the value Procurement has to add, and where it’s going to be in 2020. The survey, titled Procurement 2020, has lots of interesting insights, showing where Procurement is knocking it out of the park – and where it’s striking out.
The biggest headline takeaway? 83% of executives surveyed say that their Procurement function is not entirely strategic – meaning they don’t think it’s crucial to business leadership, and that it isn’t a key input when making high-level strategic decisions.
It’s a rough verdict, one showing that as much progress as the field is making, a lot of that development – the chance to be a true partner to business at the highest level – is still unfulfilled potential. Some of the other data is relatively damning as well: only 28% of executives surveyed viewed Procurement as a core aspect of their strategy. More than half (51%) of the executives do not consider their Procurement operating models to be effective as they stand today.
Interestingly, this last number breaks down differently across industries:
- Retail executives had the highest confidence in their Procurement function, with 43% of retailers considering their Procurement operations to be highly effective – and 18% considering them to be somewhat effective. Retail also had strong marks in terms of its strategic value from Procurement, with 79% of executives saying that its Procurement operations were “mostly or entirely strategically focused.”
- 27% of Manufacturing companies viewed their Procurement operations as highly effective – with 24% considering them to be somewhat effective. The Manufacturing industry also led the way in terms of strategic value, with 91% of Manufacturing executives saying that their Procurement operations were highly strategic.
- 21% of Technology companies, as well as only 21% of Healthcare companies, viewed their Procurement operations as highly effective.
- Dispiritingly, only 15% of Financial Services companies considered their Procurement operations to be highly effective.
The numbers represent a large base of dissatisfaction with how companies are prioritizing, training and supporting their Procurement departments. 44% of CEOs, as well as 44% of CFOs, consider their Procurement functions either very or somewhat effective. 52% of COOs gave a “very or somewhat effective verdict,” compared to (perhaps unsurprisingly) 56% of CPOs. Perhaps unsurprisingly, very large companies – most able to leverage a shared service model and consolidated spend – were most likely to report that they received a very high amount of value from Procurement: 36%.
Despite the survey saying that Procurement still has a long way to go, the broad base of executives surveyed often indicated a deep interest in helping the function get there. 48% of companies surveyed have either reorganized their Procurement function in the past 5 years, or are in the middle of reorganizing it, with a full 20% planning to reorganize Procurement in the next 24 months.
There are some other interesting and divergent opinions when it comes to how companies are seeking to increase their Procurement function’s effectiveness:
- 68% of executives surveyed believed that if Procurement gets involved earlier in new product creation, as well as long-term strategy, it’ll be able to add more value.
- 82% of CEOs believe that employee training and upskilling is a key way to improve Procurement effectiveness. In contrast, a 38% of CEOs believe that Procurement-specific technology is the answer.
- A large percentage of CPOs (90%) believe that upgrading technology is key to improving Procurement strategy (compared to 76% of CEOs), but across different industries there’s some disagreement about the best way to drive further value from Procurement: In the Financial Services, Transportation, Retail and Technology sectors, executives saw people and skills development as the biggest opportunity to add more value through Procurement, whereas Manufacturing executives saw reorganization as the best opportunity.
We tend to think that surveys like this are an opportunity for the field rather than an indictment. And despite some of the more negative responses, we happen to know tons of Procurement departments who are excelling and creating true strategic value for their stakeholders. But if these surveys are anything to go on, there’s much more to be done. We encourage you to dig into Ayming’s survey, as there’s a lot more data we only briefly covered here.
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by Fronetics | Sep 25, 2017 | Blog, Content Marketing, Marketing, Social Media, Strategy
Use the first months to lay a solid foundation for your content marketing program so it can begin generating leads and sales.
So you decided it was time to jump into the content marketing game. You’ve been crafting the perfect content. You’re posting on a regular basis. You’ve identified your target audience and have been researching keywords. You’ve even learned a thing or two about SEO.
But you have no leads or sales to speak of. And your boss is breathing down your neck for results, FAST. Is it time to throw in the towel? Absolutely not!
Content marketing is a long-term solution that helps businesses build brand awareness, grow their audience, and generate new leads and sales. But, like any good relationship, it takes time and effort to achieve results. You shouldn’t give up before the seeds you sow have time to bear fruit.
To understand the time table for content marketing, let’s look at some markers for the first six months.
Month one
Learn about your target audience and understand their needs.
In order to get the ball rolling in content marketing, you have to understand who you are trying to reach. It’s important to think holistically when considering who you are trying to reach at a potential prospects’ company. Typically, your target audience falls into two categories: Primary (decision makers) and Secondary (influencers of the decision maker). Going one step further, you need to identify your target audience’s needs and pain points so that you can direct your content marketing strategy at creating awareness around those needs.
Document a content marketing strategy.
You would never operate your business without 1) creating a strategy, 2) documenting it, and 3) following the strategy. A content marketing strategy outlines the methods by which you will target, reach, and engage your audience. Research and execution of these tasks can be quite complex. Writing out a plan and assigning appropriate resources can offer clarity and guidance to your organization throughout the course of your program.
Month three
Create and publish content.
93% of B2B marketers use content marketing. However, less than half (42%) of B2B marketers say that they are effective at content marketing. One of the reasons these marketers are ineffective: bad content.
When you are creating and curating content for your business, focus on original content that stands out to current and prospective customers. Valuable and relevant content is not a sales pitch. Rather, it is content that communicates valuable information to customers and prospects so that they have the knowledge to make more informed decisions. Moreover, it is content that establishes your business as a reliable source of knowledge — as the thought leader within the industry.
Promote content on multiple channels.
Understanding your target audience and which social media platforms they’re using is invaluable information. If you want to reach potential and current customers, you need to be where they are. You need to make it easy for them to find you and to engage with your business. And if your competitors are already active on social media, start by finding out where. If these platforms align with your ideal customer, don’t be afraid to kick start your social media presence alongside them.
Month six
Analyze your performance.
Track and analyze your metrics on a daily, weekly, monthly, and annual basis. Take a look at what is working and what is not. By tracking and analyzing your metrics you can see, for example, what type of content is most effective and which distribution channels are helping you achieve your goals. You’ll also be able to find opportunities for improvement. Look at the feedback you are getting through your engagement with customers and prospects, and make adjustments to your strategy as needed.
Expand your content creation.
If you’re focused on growing your business or creating awareness through the creation of engaging content, then you need to be ready to try new things. Have you been successful with blogging and Facebook posts? Then it’s time to try making videos and joining Twitter. And don’t be afraid to pull from other worthy sources. Content curation will serve to establish your business as a trusted resource and increase your brand visibility, all without over-promoting yourself.
Remember that when it comes to content marketing, it is important to think: marathon not sprint. An effective content strategy requires patience and determination. Many companies make the mistake of giving up on a content strategy too early. Give your relationship with content marketing time to play out, and don’t be afraid to adjust your strategy along the way if you find some things are working better than others.
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by Fronetics | Sep 21, 2017 | Blog, Content Marketing, Logistics, Marketing, Social Media, Strategy, Supply Chain
Our resources for supply chain marketers include step-by-step DIY guides, industry reports, marketing templates, and case studies.
Here at Fronetics, we specialize in digital and content marketing for supply chain and logistics businesses. We understand the unique needs and challenges facing these companies, particularly when it comes to the consistent, strategic creation of content.
I try to provide regular tips, updates, and how-tos on this blog for those of you hoping to improve your marketing efforts. But sometimes our readers need a little more in-depth guidance. That’s why we have created a number of different resources for supply chain marketers.
Below, you’ll find a list and a summary of our 10 most popular resources. Included are step-by-step guides, industry reports, templates, case studies and more. These resources offer information on subjects from building a content strategy to creating better content to social media use among supply chain businesses.
I hope you enjoy! And, as always, if you don’t see what you’re looking for, please email me and let me know. I’m always seeking new ideas for content that will be helpful for supply chain marketers.
10 resources for supply chain marketers
Use these 10 resources to create a multi-channel content strategy that maximizes your digital reach. After all, a well-developed content strategy and social media presence will help prospects to find you, buyers to know you, and customers to trust you.
1) How the Logistics and Supply Chain Industries are Using Social Media
Fronetics conducted a survey of individuals within the logistics and supply chain industries. The objective of the survey was to gain insight into the use of social media within these industries. Specifically, to learn more about why companies within the logistics and supply chain industries are using social media, the benefits they have realized, and challenges they have encountered.
2) Social Media and the Logistics and Supply Chain Industries 2016
Companies within the supply chain and logistics industries have begun to recognize the value of social media — and are starting to reap the benefits. Both large and small businesses alike can profit from the use of social technologies as part of their marketing strategy, and they can reduce their marketing costs by doing so. This white paper defines social media and social technologies, identifies users and usage patterns, and describes some of the benefits that companies within the logistics and supply chain industries can realize through participation.
3) 3PL Cerasis Acquires 98 New Customers through Content Marketing
This case study looks at Cerasis, a leading freight logistics company. Despite realizing positive growth for 15 years, Cerasis was not attracting larger and more sophisticated shippers, brand awareness was low, and most importantly, they were not perceived as a leader within the industry. A content marketing strategy — inclusive of participation in social media and content creation, curation, and distribution — led to 14% increased revenue, 14% increase in lead-to-customer conversion rate, and over a 1000% increase in web and social traffic.
4) Monthly Marketing Reporting Template
Tracking and monitoring certain marketing metrics helps you quantify the progress of your marketing program. But you can also measure the ROI and make changes to your strategy to make it more effective. Use this report template to optimize your strategy, produce monthly reports, and create presentations.
5) Content Use in the Logistics and Supply Chain Industries
Content marketing has transformed the way businesses connect and share relevant information with their audiences. The publication and distribution of content is a strategy now widely used by supply chain companies to build trust and influence among peers, prospects and customers. Through a survey conducted on the use of content within the logistics and supply chain industries, this report offers broad insight into the overall role and influence of content.
6) Content Marketing Guide for the Logistics and Supply Chain Industries
Despite all its benefits, content marketing isn’t so easy. In fact, supply chain and logistics companies report that creating and executing an effective content marketing strategy is a top challenge for their businesses. In response, we developed this guide. It will help you create a strategy that will attract your target audience and drive profitable customer action.
7) Content Strategy Template
An effective content marketing strategy is one that is aligned with your company’s business goals and objectives. Furthermore, an effective content marketing strategy focuses on attracting and engaging prospects. All created, curated, and distributed content should target your ideal customer. Use this template to help develop and drive your content strategy.
8) On Writing Good Content: A Guide for the Logistics and Supply Chain
27 million pieces of content are shared every day. And most if it isn’t worth reading. To attract readers, your content must stand out. You must be strategic about how often you publish, where you distribute, and, most importantly, the quality of the content your produce. This guide will help you learn the basic principles of good content. It will also help identify content creators within your organization and brainstorm ideas for original and effective content.
9) Blog Editorial Calendar Template
This template is designed to keep you on track as you develop content that will attract and engage your prospects and customers. It will help you map out your content in a strategic manner, maximize productivity, and keep you organized. It includes weekly and monthly worksheets, as well as an ideas worksheet for tracking blog post ideas.
10) 12 Elements of an Effective Content Marketing Strategy
Content marketing is a strategic marketing approach focused on creating and distributing content to attract and retain a clearly defined audience. Interest in content marketing has climbed steadily since 2011, but a 2017 survey of 6,000+ global marketers found that 71% considered it their primary approach to marketing (76% in North America). This slideshow walks you through 12 elements of an effective strategy to achieve the best results for your business.
