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Don’t Personalize Your B2B E-commerce Site, Contextualize It

From the NAW Blog:

Personalization is table stakes for any successful e-commerce website that offers more than a handful of products. As the diversity of products grows and each item becomes more targeted in use, it’s not practical to present one’s full selection to all customers (i.e., “Results 1-25 of 151,432 products”). It falls to site merchandisers to refine those results and decide which products to present to each customer.

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How AI Can Help Distributors Fix the Persistent Backorder Problem

From the NAW Blog:

The effects of the COVID-19 pandemic on the supply chain linger in 2021. The most visible challenge for distributors has been extended lead times, which means frustrating backorders for customers who need product now — and not three weeks from now. That’s unlikely to change soon.

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Portfolio Management: Distributors’ Advantage Over Amazon

From the NAW Blog:

Distributors are well-positioned to work intimately with key customers. They can devote the time and resources to engage proactively with customers to understand needs and goals. They can analyze both transactional and customer-provided data to generate industry-specific insights, develop robust benchmarks (in the form of spending patterns seen across similarly grouped customers) and tailor advice to match customer objectives. The benefits of doing so are immense.

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Product Expertise Isn’t Enough for B2B Buyers Anymore

From the NAW Blog:

It’s no secret that for years most distributors have neglected core sales skills training for their sellers. There are several reasons for this benign neglect of sales skills investment. First, historically, industrial B2B buyers didn’t necessarily need a highly skilled seller. Their purchases were largely needs-driven — not discretionary — and so the core need was product or technical expertise and order fulfillment. For this reason, virtually all systematic sales training in distribution was focused on products and applications (not selling skills or competencies).

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A Mid-Crisis Assessment to Prepare for the New Normal

From the NAW Blog:

During and after extreme disruption, such as that caused by the COVID-19 pandemic, the thought of doing a performance assessment can be overwhelming. However, taking a microscope to performance in a time of crisis can tell us more about our core underlying capabilities than in a time of stability.

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Viva la revolución: A Movement for Distributor Dominance

From the NAW Blog:

By adopting a new mindset, distributors have the opportunity to break free of the chains that bind them to meager margins and feeble brands. That mindset is about believing that they can do more than survive. Distributors can dominate!

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Top Fifteen LTL Tips - Part Three

Click here to view the third installment of YRC Freight's Top Fifteen LTL Tips.

Top Fifteen LTL Tips - Part Two

Click here to view the second installment of YRC Freight's Top Fifteen LTL Tips.

Top Fifteen LTL Tips - Part One

Click here to view the first installment of YRC Freight's Top Fifteen LTL Tips.

How to Do Strategic Planning When Nothing Is Certain

From the NAW Blog:

How do you plan when all certainty has gone out the window more than once in the past year? Even with an end to the pandemic in sight, distributors may be looking at their 2020 business plan and wondering if it’s even worth putting a plan together for 2021. It’s tempting to stay light on your feet and be ready to pivot.

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Accelerating Organic Growth with Sales Analytics

From the NAW Blog:

As companies build their plans for growth in this new year, it’s a good time to leverage sales analytics to build actionable sales goals. Sadly, for many distributors, sales planning has historically been anecdotal, intuitive and virtually data-free. Aside from knowing what a customer (or group of customers) bought last year, and then guessing at how that might change this year, there is painfully little insight to identify, organize, drive and measure the daily activities that actually accelerate profitable, organic growth.

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Defining the Six Faces of Your Value-Based Pricing Cube

From the NAW Blog:

Pricing is one of the most complex day-to-day decisions in any business environment, and the distribution industry is no exception. In fact, pricing is the most critical profitability lever for wholesaler-distributors due to their position in the supply chain, ever-increasing competition, and other business forces like commoditization and globalization.

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Accelerating Organic Growth with Sales Analytics

From the NAW Blog:

As companies build their plans for growth in this new year, it’s a good time to leverage sales analytics to build actionable sales goals. Sadly, for many distributors, sales planning has historically been anecdotal, intuitive and virtually data-free. Aside from knowing what a customer (or group of customers) bought last year, and then guessing at how that might change this year, there is painfully little insight to identify, organize, drive and measure the daily activities that actually accelerate profitable, organic growth.

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How to Create a Long-Term Success plan For Your New Hires

A new season of hiring means welcoming lots of new members to the team. Change can be challenging, so it’s important to focus on creating a long-term plan for your new hire’s success within your organization. This helps build an employee development framework for both you and the individual so they can make a smooth transition and feel empowered to take on their new role, while working toward their career goals and meeting organizational needs.

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3 Ways to Identify Quality Candidates During Seasonal Hiring

The summer and holiday months are a busy time of year for many employers. Many companies ramp up their hiring during this time to accommodate the influx of demand from consumers and travelers. As such, hiring managers receive a deluge of applications, and they need to have a strategy in place in order to get through the high volume of resumes in a timely and effective manner, while remaining thorough and without sacrificing standards. This year, for example, UPS estimates that they will bring on an additional 100,000 employees for the holiday season. The challenge becomes, how do you manage a high volume of candidates while maintaining the integrity of your hiring process? How do you think about and frame the conversation of professional development when it’s seasonal work?

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