by Jennifer Hart Yim | Jul 27, 2015 | Blog, Marketing, Social Media, Supply Chain
Editor’s note: This is a guest post written by David Weaver. David has spent the past several years developing a best practice online marketing strategy for the inventory and supply chain division at INFORM GmbH.
Blogging has been around for years, yet some of the most basic questions regarding this communication method are still being asked. In fact, it has been around so long that some people are even asking the question “Is blogging dead?” My answer to that provocative question is of course no, but the blogging world is evolving. Despite the ever changing playing field, one of the most important success factors to blogging is to always keep the target audience in mind when writing an article. If content is not focused and targeted, a blog platform may actually experience a slow and agonizing death.
I started blogging in 2012, relatively late considering the concept has its roots in the 1990’s. Over the past three years, I have had the opportunity to network with some top bloggers as well as newcomers on the blogging scene. Whether I was the one asking or answering the questions, five common themes come up in the majority of blogging discussions I have been a part of. While the questions may be “basic” the answers, in my opinion, are not always easy:
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What is the point?
This is a question I like to ask myself every time I write a new article. If I am not delivering either a fresh take on an existing topic or offering unique insights, I tend to rethink the purpose of the article. Regarding blogging in general, from a business perspective, numerous benefits can be realized:
- Expansion of online reach
- Lead generation
- Increased SEO presence
- Improved image
- Thought-Leadership
- Increased networking opportunities
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Is it too late to start?
No. I recently attended a content marketing event, and next to “ephemeral media”, the topic of influencer marketing was heavily featured. The majority of attendees agreed that everyone is an influencer with a network of friends, family, colleagues and acquaintances. Blogging serves as outlet for the expression of this influence.
The good news is that there are a multitude of blogs already out there looking for contributors, so you don’t have to create something from scratch. As an example, if you are a supply chain professional wanting to share your experience on the topic of supplier relationship management, simply type in “supply chain blog” in Google and you will find several platforms that would be happy to hear from you.
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How do I stay motivated/come up with ideas?
Next to actually starting to write, one of the most difficult tasks is writing a new article when the previous article you posted received little to no attention. This is often the case in the early stages of the blogging process and can be very discouraging. A discouraged writer will consequently have trouble in the idea development stage. Some ways to stay motivated and keep the creative juices flowing include:
- Brainstorming with family and friends
- Scanning Social Media for trending topics
- Asking readers and other industry experts for feedback
- Starting a blog series that will leave readers wanting more
- Varying your content and include videos, infographics and guest bloggers
If you are new to blogging, always keep in mind that the journey is long and developing a following/readership will take time. Don’t give up!
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How often should I post?
The answer to this question is easy: it depends. There are differing opinions on this subject and the general rule of thumb is also vague, namely “post regularly.” My stance on the matter is that quality trumps quantity. If an article seems forced or does not bring something new to the table, it is best to allow the idea to mature and deliver a comprehensive article at a later date instead of posting to meet a deadline.
When starting out, it is best to set achievable goals i.e. “I will post one article per week.” On my first blog project, I set the goal of publishing an original article every Monday. This provided consistency for the readers and gave me time to develop new ideas.
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How do I deal with critics?
I believe the fear of putting oneself out on the web is one of the highest hurdles to publishing articles on blog platforms. The fact is, there will be people that disagree with your opinion. The deciding factor is how you deal with the criticism. Getting into a name-calling, heated argument with an internet troll is not recommended and can only lead to a damaged reputation. With regard to constructive criticism and differing opinions, it is important to acknowledge the difference and remain professional. This includes respecting the other person’s opinions. In the end, it may be best to “agree to disagree”.
Closing thoughts
Aside from the purposes mentioned under “What is the point,” I use various blog platforms as a way to start a conversation and learn from others. Blogging is time consuming and hard work, but in my opinion, the benefits far outweigh the costs. My questions to you: If you are not blogging, why not? If you are blogging, what are some open questions you have?
by Jennifer Hart Yim | May 18, 2015 | Blog, Logistics, Strategy, Supply Chain
This article is part of a series of articles written by MBA students and graduates from the University of New Hampshire Peter T. Paul College of Business and Economics.
Michael Hickey is a former fifth grade teacher turned business professional. His experience includes content marketing in the IT industry and operations management for United Parcel Service. He will complete his MBA from the University of New Hampshire in 2015. He enjoys long walks along the conveyor belt and Ben and Jerry’s ice cream. He lives with his wife, Betsy, in Dover, New Hampshire and they are expecting their first child in June.
4 questions to ask when determining if a 3PL is right for your company
Third-party logistics, or 3PL, is an industry on the rise thanks to the constant innovations in complementary industries like telecommunications, data analytics, and cloud technologies. To avoid confusion, let’s call 3PL what it is: outsourcing. But it’s not the kind of outsourcing that typically comes to mind when you hear the term. Rather, it’s a specific type of outsourcing related to the operations side of a company in areas like order fulfillment, inventory and warehouse management, or transportation of finished goods. As many companies, and perhaps your competitors, begin to employ some form of 3PL, you may be tempted to follow suit. But before you hand over the keys, consider whether or not 3PL is a good fit for your company by answering these four questions:
Question 1: What are your company’s core values?
Why do you exist as a company? What service or product do you provide that you believe is better than all others like it? And what are the core values that your company adheres to in good times and bad, for better or for worse? Core values make you who you are. They are the DNA of the company. Stonyfield Farm, for example, produces a variety of yogurts from their New Hampshire-based facility. One of their core values is that they use only organic ingredients, sourced from family-owned organic farms in their products. No ifs, ands, or buts. That’s a core value. It won’t change, during either boom or recession. And everything they do as a company must align with that. Your company’s strategic alignment stems from identification of its core values, and each decision you make as a company should work seamlessly with your strategic alignment.
Action step: Identify your core values. If 3PL conflicts with any core values, you should avoid forcing its implementation, even if there are cost savings to be gained.
Question 2: What are your company’s core competencies?
What are the things that your company does well? The Yankee Candle Company’s core competencies lie within their research and development and the chemists they employ. Their specialized skills and olfactory expertise drive the creation of precisely scented candles that make you say, “I know I smell a pumpkin pie, but I can’t find it anywhere!” Their competencies help them stand apart from the competition. You would be remiss to give over your core competency to someone else. If your expertise lies in local delivery and timely service, why outsource it to the guys with the brown trucks?
Action step: Identify your core competencies. If 3PL takes the place of any part of your core competencies, you could be weakening the overall value proposition of your company.
Question 3: Will using a 3PL provider allow you to enhance your core competencies to meet your company’s goals?
The purpose of debating whether or not to employ 3PL providers should not focus so much on reduced costs, which can be one of the foremost benefits, but rather whether or not it can enhance your core competencies and stimulate growth for your company. Is your goal to reach broader markets, but you lack the expertise to make it happen? Perhaps an e-commerce fulfillment provider could help you reach those markets. Do you have an outstanding product, but can only sell it to those within a small radius of your operations? Maybe this would be the appropriate time to call on the guys with the brown trucks.
Action step: Draw parallels between the service you wish to outsource and the goal it will meet.
Question 4: What is the cost to your company?
It’s the question that always needs to be considered. But don’t take this question at face value: we’re not just talking about how choosing a 3PL will affect the bottom line. Of course there will be monetary costs associated with hiring another company, and there is even a tipping point when using a 3PL may be cost ineffective. So after a careful cost/benefit analysis, consider the other costs associated with handing over part of your value chain to a third party:
Time costs: Does outsourcing add lead times or delivery times to orders? Decide whether possible time costs take away from your value proposition, or enable your company to meet larger goals.
Control costs: Are you willing to hand over direct control of part of your value chain to someone else? Keep in mind that it’s possible no one cares about your business quite as much as you do. Can you trust someone else to make the same kind of decisions you would make in respect to your company and its customers?
Reputation costs: What happens if a 3PL provider does not perform as anticipated? Will it put a blemish on your company’s image? If a farm outsources its delivery to a local trucking company, and the refrigeration in the trucks falters and causes food to spoil, will the customer assume that the trucking was bad, or do they just assume that the quality of the produce from the farm is questionable? It takes a long time to build up a reputation, and only a short time to dismantle it. Don’t risk it on a provider you can’t trust.
Action step: Vet your possible 3PL options to see whose values closely align with yours. It may prove to be a critical step in choosing the right provider as opposed to the cheapest one.
Third party logistics provides an avenue for companies to scale to capabilities they may never have had the ability to reach. Expanded consumer markets, faster delivery times, and more efficient inventory management are some of the benefits to be had. But before you get drawn towards the soft glow of higher revenues and wider margins through outsourcing, be careful to make sure that your choice to engage 3PL providers aligns with your company’s strategic plans. And if you do choose to outsource, take your time to find the right provider who can add the most value to your business, not just the least amount of digits on the balance sheet.
by Jennifer Hart Yim | May 18, 2015 | Blog, Logistics, Strategy, Supply Chain
This article is part of a series of articles written by MBA students and graduates from the University of New Hampshire Peter T. Paul College of Business and Economics.
Michael Hickey is a former fifth grade teacher turned business professional. His experience includes content marketing in the IT industry and operations management for United Parcel Service. He will complete his MBA from the University of New Hampshire in 2015. He enjoys long walks along the conveyor belt and Ben and Jerry’s ice cream. He lives with his wife, Betsy, in Dover, New Hampshire and they are expecting their first child in June.
4 questions to ask when determining if a 3PL is right for your company
Third-party logistics, or 3PL, is an industry on the rise thanks to the constant innovations in complementary industries like telecommunications, data analytics, and cloud technologies. To avoid confusion, let’s call 3PL what it is: outsourcing. But it’s not the kind of outsourcing that typically comes to mind when you hear the term. Rather, it’s a specific type of outsourcing related to the operations side of a company in areas like order fulfillment, inventory and warehouse management, or transportation of finished goods. As many companies, and perhaps your competitors, begin to employ some form of 3PL, you may be tempted to follow suit. But before you hand over the keys, consider whether or not 3PL is a good fit for your company by answering these four questions:
Question 1: What are your company’s core values?
Why do you exist as a company? What service or product do you provide that you believe is better than all others like it? And what are the core values that your company adheres to in good times and bad, for better or for worse? Core values make you who you are. They are the DNA of the company. Stonyfield Farm, for example, produces a variety of yogurts from their New Hampshire-based facility. One of their core values is that they use only organic ingredients, sourced from family-owned organic farms in their products. No ifs, ands, or buts. That’s a core value. It won’t change, during either boom or recession. And everything they do as a company must align with that. Your company’s strategic alignment stems from identification of its core values, and each decision you make as a company should work seamlessly with your strategic alignment.
Action step: Identify your core values. If 3PL conflicts with any core values, you should avoid forcing its implementation, even if there are cost savings to be gained.
Question 2: What are your company’s core competencies?
What are the things that your company does well? The Yankee Candle Company’s core competencies lie within their research and development and the chemists they employ. Their specialized skills and olfactory expertise drive the creation of precisely scented candles that make you say, “I know I smell a pumpkin pie, but I can’t find it anywhere!” Their competencies help them stand apart from the competition. You would be remiss to give over your core competency to someone else. If your expertise lies in local delivery and timely service, why outsource it to the guys with the brown trucks?
Action step: Identify your core competencies. If 3PL takes the place of any part of your core competencies, you could be weakening the overall value proposition of your company.
Question 3: Will using a 3PL provider allow you to enhance your core competencies to meet your company’s goals?
The purpose of debating whether or not to employ 3PL providers should not focus so much on reduced costs, which can be one of the foremost benefits, but rather whether or not it can enhance your core competencies and stimulate growth for your company. Is your goal to reach broader markets, but you lack the expertise to make it happen? Perhaps an e-commerce fulfillment provider could help you reach those markets. Do you have an outstanding product, but can only sell it to those within a small radius of your operations? Maybe this would be the appropriate time to call on the guys with the brown trucks.
Action step: Draw parallels between the service you wish to outsource and the goal it will meet.
Question 4: What is the cost to your company?
It’s the question that always needs to be considered. But don’t take this question at face value: we’re not just talking about how choosing a 3PL will affect the bottom line. Of course there will be monetary costs associated with hiring another company, and there is even a tipping point when using a 3PL may be cost ineffective. So after a careful cost/benefit analysis, consider the other costs associated with handing over part of your value chain to a third party:
Time costs: Does outsourcing add lead times or delivery times to orders? Decide whether possible time costs take away from your value proposition, or enable your company to meet larger goals.
Control costs: Are you willing to hand over direct control of part of your value chain to someone else? Keep in mind that it’s possible no one cares about your business quite as much as you do. Can you trust someone else to make the same kind of decisions you would make in respect to your company and its customers?
Reputation costs: What happens if a 3PL provider does not perform as anticipated? Will it put a blemish on your company’s image? If a farm outsources its delivery to a local trucking company, and the refrigeration in the trucks falters and causes food to spoil, will the customer assume that the trucking was bad, or do they just assume that the quality of the produce from the farm is questionable? It takes a long time to build up a reputation, and only a short time to dismantle it. Don’t risk it on a provider you can’t trust.
Action step: Vet your possible 3PL options to see whose values closely align with yours. It may prove to be a critical step in choosing the right provider as opposed to the cheapest one.
Third party logistics provides an avenue for companies to scale to capabilities they may never have had the ability to reach. Expanded consumer markets, faster delivery times, and more efficient inventory management are some of the benefits to be had. But before you get drawn towards the soft glow of higher revenues and wider margins through outsourcing, be careful to make sure that your choice to engage 3PL providers aligns with your company’s strategic plans. And if you do choose to outsource, take your time to find the right provider who can add the most value to your business, not just the least amount of digits on the balance sheet.
by Fronetics | May 5, 2015 | Blog, Marketing, Social Media, Strategy, Supply Chain
Content marketing has become a priority for many companies in recent years. But connecting branded digital content with the right audience can be tricky. A new report from Fronetics Strategic Advisors examines the relationship between social media and content distribution. The report reveals which social media networks are the most popular for content distribution and which ones add the most value for brands. Take a look at some of the key findings of the report below and then dig into the full report.
Where you should distribute your content:
by Fronetics | May 5, 2015 | Blog, Marketing, Social Media, Strategy, Supply Chain
Content marketing has become a priority for many companies in recent years. But connecting branded digital content with the right audience can be tricky. A new report from Fronetics Strategic Advisors examines the relationship between social media and content distribution. The report reveals which social media networks are the most popular for content distribution and which ones add the most value for brands. Take a look at some of the key findings of the report below and then dig into the full report.
Where you should distribute your content:
