By Jim Bierfeldt, President, Logistics Marketing Advisors
Every two years, my firm surveys 100 buyers of logistics products and services to better understand how to get and keep their attention. Recently, we followed up with some of those surveyed to learn how COVID-19 has impacted the purchasing of logistics solutions.
For the most part, these logistics executives are focusing less on engaging with new providers about new projects and more on staying close to existing providers to ensure business continuity.
In some cases, the pandemic has created sales opportunities. For instance, a large online seller of natural products realized it was at risk having all its products in a single facility and is now actively looking to expand.
But for the most part, logistics executives seem to be in survival mode and are less inclined to initiate major changes until we hit the downside of the pandemic bell curve.
For logistics marketers, this caution among buyers has the potential to trigger a similar “wait and see” approach to marketing – if we let it. Eventually, Americans will leave their houses and start buying. When that happens, your pre-COVID-19 marketing and sales objectives will still be there, staring you in the face.
Why not learn a lesson from real estate and stock investors, who knew that the best time to get active is when others are going into hibernation?
“Active” doesn’t have to mean running aggressive campaigns. Instead, this could be a great time to recalibrate and fine-tune aspects of your marketing program that are not generating the desired lead generation and sales results.
LOOK AT STRATEGY. If your core message is just not resonating with prospects, it may be time to reevaluate your company’s positioning.
LOOK AT TACTICS. Perhaps it’s time to truly learn how to leverage online meetings, webinars and other virtual events that may largely define future sales interactions.
LOOK AT THAT STRATEGIC PROJECT YOU’VE BEEN PUTTING OFF. Is now the time to get it done?
I’m not suggesting that logistics marketers have all this newfound “think time” to tackle large projects. In fact, increased customer and internal communications could now be sucking up huge chunks of your time. But I am suggesting that extra time may be required to think through what the post-COVID-19 selling environment might look like, and then prepare your organization to win.
Stock brokers work overtime in a bear market.
One thing COVID-19 has done is shine a light on the essential nature of logistics services. No shipper will emerge from this dark stage in our history thinking they need to deemphasize their focus on smart, efficient logistics.
That will create opportunities for those of us who market and sell solutions that make supply chains faster, more efficient, more visible, more reliable. We provide an essential service in an essential industry.
So, as we shelter in place, let’s use this time wisely to take stock and recalibrate – while the rest of the country searches for toilet paper.
To read the full survey report on how to get, and keep, the attention of buyers of logistics products & services, download it here.