When choosing a brand name for your logistics service, it may be more useful to understand what NOT to do. A recent trip a New York City gave me some good examples.
I was in Brooklyn for a meeting and needed to travel across the East River to Lower Manhattan. My Brooklyn-based colleague cautioned against
Don’t rely on marketing shortcuts to grow your business. Instead, build a logistics marketing system for the long term.
If you are the P&L owner of a logistics business, the absolute wrong question to be asking about marketing is “How do we get leads fast?”
Instead, ask yourself: “How do we become known for those things we do best among the prospects most likely to buy our service?”
Marketing is viewed by executives at logistics business as an expense, not an investment. To change this perception, marketing measurement must focus on sales results, not activities.
It’s back to school time and all of us have memories of what that feels like.
Recently I had a chance to do a Q&A with my colleague, Brian Carroll, consultant and author of Lead Generation for the Complex Sale. I have followed Brian’s B2B Lead Blog for years and was interested in his latest focus area, empathetic marketing.
The world is small, and getting smaller.
Have you ever been involved in a logistics industry competitive analysis project? This is often a CEO-driven, or even a board-driven, effort to “see how we stack up” and provide data to make strategic decisions.
To measure marketing effectiveness, there are gobs of metrics you can, and should, use – leads, website traffic and conversions, social connections and engagement… the list goes on.
Marketo
published some interesting data recently about marketing ROI and the lead acquisition tactics that are most likely to result in a sales opportunity.
I just returned from the excellent Transportation Sales and Marketing Conference in Ft. Lauderdale. One of the major themes on the minds of attendees was using technology to manage the marketing and sales process.
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