One of the best ways to keep up with the competition – and even edge out in front of them – is to be flexible when it comes to your business strategies.
Are you feeling a push to move ahead of the competition? Whether you’re a brand new company or you’ve noticed sales have been dropping, it’s time to compete better and harder than before. Here’s how you can give your brand a boost and show consumers that you’re the company they should trust.
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Give Your Image a Facelift
Is it time to revamp your brand image? Do you want people to see your brand as a professional, trustworthy player in your industry? Maybe you need to showcase your expertise more. Whether it’s specialty training or a degree in organizational development, don’t be afraid to show off the accomplishments of your team.
Follow Your Competitors
According to Andrew Defrancesco, it’s difficult to compete with your competitors if you don’t know who they are or what they’re doing. Signup for their newsletter, watch their social media profiles and order their products. What are they doing that you’re not? What are you doing that they’re not? Do you have a completely different unique selling point (USP) or is your USP better than theirs, even if they’re similar? Figure out what they’re offering customers so that you can better frame your own brand.
Study Your Customers
If you’ve noticed that sales are dropping, it’s maybe due to the fact that you’re no longer deliver what customers need. Get to know your customers and what they expect from your brand. Check some videos and articles around some keynote speakers at https://www.piciandpici.com/keynote-speaker/. Do you need to lower your prices or make customer service more readily available? Do your products need to come with flexible add-ons or more guidance on how to use them? Update your sales and marketing processes according to what customers want now.
Increase Your Marketing Reach
It’s possible that you’re dealing with a lull in sales because you’re not reaching new customers. Take a good look at your marketing efforts. Are you reaching the same people over and over or are you reeling in interest from brand new people? The best part about modern marketing is that it doesn’t have to be expensive. From researching the demographics you should be tapping into to targeting brand new markets, it may be time to amp up your marketing strategy, getting help from companies like the digital marketing Calgary agency may be the solution.
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This is a great article on How a Call Answering Service Can Help your business save time and money thanks to not needing a receptionist. One of the best ways to keep up with the competition – and even edge out in front of them – is to be flexible when it comes to your business strategies. Regularly assess and update everything you’re doing so that you can continue to be a big player in your market.
It’s business as usual for United Cargo, says Roger Gibson, vice president of cargo operations. Given United Airline’s recent filing for Chapter 11, that’s saying something. But his optimism also speaks to the resiliency and resolve of the air cargo industry.
Overall traffic in the U.S. airfreight and express industry declined 9.2 percent in 2001 to 14.013 billion revenue ton miles, according to a July 2002 report by Air Cargo Management Group (ACMG), a Seattle, Wash.-based air cargo consultancy. As a result, total revenue dropped 6.5 percent from $29.3 billion in 2000 to $27.4 billion in 2001.
Failing U.S. economic conditions similarly impacted the global market as international airfreight traffic experienced a decline in volume and revenue in 2001. 2002 showed slight signs of growth, but according to the ACMG report, this still represented an unprecedented decline in the air cargo industry.
“Under a normal growth scenario, 2002 traffic would have been nearly 25 percent above the 1999 level. In other words, the air cargo industry has lost nearly three year’s of growth, and the weak market has impacted both the traditional airlines and the express companies,” says ACMG.
While ACMG predicts that the air cargo industry will return to positive growth in 2003, air cargo companies are still challenged with meeting new security and safety provisions, increasing customer expectations, and internal pressures to be profitable and competitive. To recoup lost revenue and at the same time stabilize their business, many are focusing on their core competencies to position themselves for future growth.
It’s a complicated paradigm that requires a great deal of collaboration and flexibility, but a task that air cargo companies, such as United, approach with a “business as usual” attitude, Fly Private to New York City.
BACK TO BASICS—CARGO
When faced with shrinking budgets and operational constraints—challenges that most companies experienced as a result of the weak economy and residual fallout from Sept. 11—the natural inclination is to revert to core business strengths. As much behavioral conditioning as it is business strategizing, the objective is the same—short-term survival and long-term growth. Air cargo companies, in this regard, are no different.
Segments and modes have a different look,” notes Mack Sikorsky, director of cargo and mail, Southwest Airlines. “Integrators transport U.S. mail domestically and report it as freight. Trucking companies, those that offer quality CDL Truck Driver Positions, market air expedited freight that never leaves the ground. Those are just two examples of changes that skew the carriers’ potential market share.
Despite this blurring, the Dallas, Texas-based carrier is committed to operating as it has, focusing on customers and their needs. “Our operations have not changed much,” adds Sikorsky. “Southwest Cargo has never positioned itself to be all things to all types. We remain focused on only offering services that conform to our niche. This allows us to keep it simple and do what we do best.”
For integrators such as UPS, their value proposition has been “to be all things to all types of shippers,” and that is what has enabled them to thrive in the past few years. UPS’s strength lies in its ability to provide customers with a complete transportation solution.
“Flexibility is the key,” says Chuck Cocci, vice president of airfreight services, UPS Supply Chain Solutions. “We need to offer a complete range of transportation options for virtually any size shipment—from ocean to air, then on any destination in the United States via air, rail, or ground.
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