Try writing about these topics on your supply chain blog to engage customers.
Content is an important part of many logistics and supply chain companies’ marketing plans. Yet nearly half (45%) say creating quality content on a consistent basis is their biggest challenge.
If your business is part of the 90% that produces some or all content in-house, you have likely struggled with this from time to time. You know that you shouldn’t pitch your products. But, then, what are you supposed to say on your blog?
Here are some thoughts on what to write about:
1) Offer something of value.
Do you have expert advice on a particular topic? Is there something about your products or your people that would be entertaining to your audience? Do you have access to top-of-their-field specialists that could discuss a particular issue?
2) Share your mission.
What is your company’s mission statement? Pick one aspect and describe why this is important to you/society, or illustrate how your company is living up to it. For example, a green transportation company might create an infographic about the industry’s impact on the environment.
3) Tell a story.
What anecdotes can you share about your business? Are their employees with exceptional stories to share? Customers whose narrative bears repeating? What stories illustrate something about your business? For example, Southwest Airlines’ Nuts About Southwest blog regularly shares customer stories — tugging at the heartstrings with nearly missed births, marriage proposals, and, of course, adorable animals — that illustrate the airline’s commitment to customer service and on-time arrivals.
Fronetics’ new guide offers a road map for content production that will help grow your business.
Content marketing is one of the most effective ways to generate leads and grow your business. Yet only 30% of B2B marketers define their content marketing programs as successful. Time and again, they cite producing effective content as their main challenge.
Consider this: 27 million pieces of content are shared every day, and most of it is crap. For your content to be effective — meaning your content attracts your target audience and drives profitable customer action — it must stand out, really stand out, among the masses.
Fronetics has developed a guide to help companies in the logistics and supply chain industries create effective content. On Writing Good Content : A Guide for the Logistics and Supply Chain Industries provides a road map to producing content that generates leads and drives new business. With this guide, you will:
Learn the basic principles of good content
Identify potential content creators within your organization
Brainstorm ideas for original content
Receive writing prompts that will get you started producing the kind of content that will resonate best with your target audience
Start creating effective content today by downloading the free guide below.
Many companies, however, find producing consistent, quality content — essential to a successful content marketing program — very challenging. Most don’t have the resources to make content a first priority, and many are unclear on what kinds of content will work for their business.
Fronetics Strategic Advisors partners with clients to create a content marketing program that drives growth. Handling all aspects from strategy to execution, our team leverages our vast and varied experience to deliver content that will elevate our clients’ brand position within their industry.
Our six-step approach to deliver content for our clients in the supply chain and logistics industries:
Understand
Our first priority is to work with you to create the most effective content marketing strategy for your company. That means fully understanding the specifics of your business — your target customers, your sales cycle, your KPIs, and your competition — in order to create a content strategy individualized for your specific situation and needs.
Analyze
Next, we audit your digital assets: what is in place and how well it is working to produce your desired results. What kinds of content are you producing, how often are you producing it, and what is resonating with your target audience?
Research
We examine who your competitors are and what they are doing well (and not so well), identifying any gaps in the marketplace. We also research keywords that will resonate with your target audience and identify linking opportunities that will direct potential customers to your website.
Plan
We work closely with you to establish strategic priorities. We develop content, social media, and lead-nurturing strategies built on our careful research, understanding of your business goals, and analysis of the marketplace.
Execute
We begin creating, curating, and distributing content for your business. Unlike other firms, we don’t outsource content creation. By keeping it all in-house, we are able to ensure a quality product. Our team can create:
Blog posts
Articles
eBooks
Case studies
White papers
Newsletters
Press releases
Infographics
Social media
Custom content
Measure
Finally, we put metrics on all of these activities, monitor them regularly, and provide you with a monthly marketing report. We identify challenges, trends, and opportunities and take action so that your content marketing program constantly evolves and delivers results.
If you are looking to improve your content marketing to drive meaningful engagement with prospects and customers, speak with us today.
Dear companies in the logistics and supply chain industries,
You have leveraged technology and innovation so that two-day shipping is becoming more of the norm rather than the exception. You have developed processes and standards for IT Asset Disposal (ITAD), which mitigate asset recovery management and increase data security. You have leveraged 3-D printing — disrupting the status quo.
Cathy Morris, senior vice president and chief strategy officer for Arrow Electronics, Inc., puts it well: “Products can be made, money can be invested, ideas can be brought to fruition, but without the supply chain everything stops. The supply chain provides routes to market; everything hinges on an effective supply chain.”
In short, logistics and supply chain — you are pretty damn awesome.
Given your awesomeness, I wonder why marketing firms have taken to courting your business by promoting that they do “content marketing for boring industries.” You are not boring (in the least). Why would you choose to partner with someone that finds you boring?
Content marketing can be an effective tool for your business. When aligned with your business objectives, content marketing can:
Build brand awareness
Position your company as a thought leader within the industry
Increase engagement with customers, partners, and stakeholders
Educate and inform customers, partners, and stakeholders
Build trust
Allow you to manage your reputation
Generate leads
Given the impact a successful content marketing strategy can have on your business, doesn’t it just make sense to find a marketing firm that recognizes the value of your industry and of your company; a firm that recognizes your awesomeness?
I lead the digital and content marketing arm of Fronetics Strategic Advisors. Our firm focuses on companies within the logistics and supply chain industries. Why do we do this? We do this because we have deep expertise in these industries, and because we believe in these industries. We stay up to date on industry trends. Phrases like: “Can you believe the capabilities of company x’s new forklifts?” and “Wow, the reverse logistics implications of that are going to be significant,” are daily conversations for us.
I am not saying that you need to choose our firm as your marketing firm, but, please, choose a firm that believes in you. When choosing an outsource partner, evaluate not just the firm’s marketing capabilities, but also their knowledge of your industry.
You do incredible work. Find a partner who recognizes this, not one who finds you boring.
If Seneca the Elder could have peered into the future, shock is likely too weak of a word to describe his reaction. The Roman rhetorician is credited for being among the first to complain about the overload of information when he, in the 1st century AD, lamented that the abundance of books had become a “distraction.”
Around 1440 AD, another round of complaints erupted with the invention of the printing press. Overwhelmed by the sheer amount of new information, scholars of the Gutenberg era found the proliferation of printed materials too difficult to manage.
Fast-forward a few centuries and you find articles titled “Death by Information Overload.” Published in 2009 by Harvard Business Review, the article makes a case that we’ve heard countless times over the past few years: We are drowning in a flood of data.
However, the writer, Paul Hemp, also makes a point that I want to focus on:
There’s hope, though. Innovative tools and techniques promise relief for those of us struggling with information inundation. Some are technological solutions—software that automatically sorts and prioritizes incoming e-mail, for instance—designed to regulate or divert the deluge. Others prevent people from drowning by getting them to change the way they behave and think. Who knows: Maybe someday even I will enjoy swimming in the powerful currents of information that now threaten to pull me under.
Nearly two years ago, I argued in this space that vendors would be wise to spend less time on their sales pitch and more time presenting data in a digestible format, ensuring compatibility with the end-user’s legacy systems, and aligning the solution with the end-user’s key performance indicators (KPIs).
Few people actually object to the value of data, and most are well informed of its potential impact, according to several surveys. Collected in a warehouse environment, data can profoundly boost productivity, safety, and inventory accuracy.
The issue that many still need to address is that all too often the step from collecting data to letting it drive decisions is more than the average organization can handle. Surveys show a surprising number of companies report they are either wary of advanced analytics tools or have failed to leverage the technology. Data generated by sensor-enabled technology, for example, does little good unless the end-user knows how to interpret and act on it.
But there are signs vendors are responding to the demand for user-friendly data. Just as you do not expect to sort through masses of data to find out how fast you are driving, leading vendors are eliminating and simplifying steps to help end users get the information that they are looking for without time-consuming analysis. New widgets or apps designed to consolidate data coming off multiple sensors will make data collection in the warehouse more accessible, and, as a result, more likely to lead to operational improvements.
Then talk of data overload may quiet down — until the next wave of disruptive innovation hits, that is.
What signs, if any, have you seen of more user-friendly data?
Increasing operational expenses to avoid capital expenditures that would boost warehouse capacity and functionality might end up costing you more in the long run.
Consider this scenario: Demand is up and projected to grow for your products. But you are running out of space in your distribution center. Although you realize modernizing your distribution center to increase productivity would make sense, you resort to the seemingly more affordable solution — hiring more workers.
While many companies may balk at the upfront cost of investing in, for example, warehouse automation technology, holding off on upgrading in the name of saving money can become a costly long-term strategy.
Don’t get me wrong. Automation is not always the answer to tackling issues that stem from rapid growth, but companies need to be aware that doing nothing also comes at a cost. Increasing operational expenses to avoid capital expenditures that would boost warehouse capacity and functionality is generally not a good idea. More workers on the floor mean more congestion and delays, in addition to increasing the risk of higher turnover rates, as new employees are more likely to move on than longer-term associates.
In the end, if your productivity and order fulfillment suffer as a result of your inaction, so will your customer relationships.
Businesses routinely choose to not invest in distribution without giving careful consideration to the impact on operational costs and missed business opportunities. They thoroughly evaluate whether to purchase material handling equipment, warehouse software and distribution buildings. The same scrutiny should be applied to real and often hidden expenses and the opportunity costs of the option to do nothing.
In FORTE’s case, the company came to the “rescue” of a retailer who had planned to respond to a significant increase in demand and SKUs by hiring more workers to the tune of $900,000 to $3 million per year. Although labor costs would more than double, the retailer would still struggle to fulfill and deliver new orders on time. After much debate, senior management decided to spend $5 million on new material handling equipment and software to meet current and future demand.
So what issues can arise from the do-nothing strategy?
Well, take your pick among unwanted scenarios: Bottlenecks in pick zones; safety concerns as a result of increased congestion; double-handling due to an inability to confirm picks; discrepancies in putaway, replenishment, and picking stemming from the lack of automatic data capture and real-time tracking; and dropping productivity as employees, among other things, have to travel further to retrieve items.
If you have reached a point where you miss or ship incorrect orders, and adding labor seems to only compound the challenges, it is time to take a serious look at your priorities. Perhaps, investing in automation is finally justified?
Understand
