Social Media Tips for Logistics Professionals

Social Media Tips for Logistics Professionals

How to succeed without wasting valuable time

Social media is a wonderful way to stay top-of-mind with your customers and prospects. But, many logistics professionals are hesitant to use social media. They lack of time to learn and maintain social accounts while running a business deters many from using it. Some people opt to use automated tools to post canned social media content for them. This saves time, but the posts are typically bland and uninspiring. If you want to use social media in a more personalized way, but not waste valuable time, here are some basic tips on how to succeed.

1. Set a Goal:

What do you want to accomplish by using social media? Clearly define your goals and how you plan to measure them. Are you looking to increase brand awareness, website traffic, grow your email list, etc? Clear goals will help you determine the type of content you should publish and on what platform.  Use our Social Media Goal worksheet to help you in this process.


2. Know Your Audience:

Who are you trying to reach and which social media platform is the best to reach them? This will help you determine where you should spend time (see the platform overview at the end of this article). Once you get started, check the analytics of your page to see if you are attracting the right audience. On Facebook, you can even look at when your users are online to best determine what times of the day you should post.


3. Keep it Short:

Lengthy content should be on your website, not in a social media post. Keep your posts short and to the point.


4. Make it Interesting:

An image or graphic will highlight your content better and increase the chance that your audience will read, like or share your post.


5. Mix it Up:

Try to balance educational industry topics with inspirational posts. Informational content brings value to your followers and will increase your credibility. But people love to share inspirational images and quotes, and these tend to get more likes and shares.


6. Trust the Source:

One of the easier ways to stay active on social media is to find and share content already published. Just make sure it is a known and trusted source, not just your neighbor Bob’s opinion blog.


7. Be Social:

Remember to interact with others, not just push your content to others. Share articles, follow people and companies, and then like their posts so you can participate in the social aspect. This is the online version of networking, so incorporate some give and take. I pick up new page views and followers each time I spend 5 minutes liking other people’s posts.


8. Learn From It:

Monitor how your posts are doing so you can better serve your audience. Are certain topics or posts better liked and shared? Give them more of what they like!


9. Measure It:

What goals did you establish in the beginning? Make sure to measure how you are hitting your KPIs (Key Performance Indicators). You may need to adjust your approach if the results aren’t measuring up.


Social media can be a great tool to reach a wider audience and to reinforce your value with customers. If this still sounds like too much, you can always choose a marketing partner to handle your social media presence for you.

Happy tweeting and posting!

DOWNLOAD your social media planning worksheet



Where should you spend your time online? Here is our brief overview on the three most popular sites for logistics professionals.

LinkedIn is known as the professional social media platform. This is a great place to reach your target audience. You can sponsor your content and select industries, titles, cities, etc., that you want to target. Three out of five professionals using LinkedIn say they gain new clients from it.

TIP: Many people will feel more comfortable connecting on LinkedIn rather than on Facebook.

Facebook is a great place to market to the general consumer. You would be surprised by how many people are on Facebook and how often they check it. According to Pew Research Center, 79% of internet users use Facebook. And three quarters of those Facebook users visit the platform EVERY day. Facebook is also a good opportunity for your personal friends and contacts to get familiar with what you do.

TIP: Trying to ‘friend’ a prospect or customer on their personal profile can been seen as invasive and too personal. Like their business page and ask for likes on your business page.

Twitter is a great place to interact with other businesses and to find informative articles that may interest your audience. Connecting with prospects isn’t the primary goal on this platform. Many logistics professionals are sharing industry insights and starting discussions with fellow industry professionals on Twitter.

TIP: Utilizing a trending hashtag in your tweet allows you to gather more views on this platform. Try using #logistics, #freight, or #3PL in your posts.


Erika DeBlasi is the TranStrategy Partners’ Marketing Coach and has worked as a marketing executive in freight brokerage and financial services industries. She drives the marketing, branding, advertising and communication activities for a variety of companies in addition to providing a broad spectrum of marketing and communication training.
>> Schedule Your Complimentary Marketing Review with her

The Serenity Prayer

The Serenity Prayer

Grant me the SERENITY to accept the things I cannot change, the COURAGE to change the things I can and the WISDOM to know the difference. – Reinhold Niebuhr

Two movies express the tenuous balance of these ideals: The Fisher King (dir. Terry Gilliam) and Good Will Hunting (dir. Gus Van Sant). The former is a narrative in accepting responsibility for one’s own actions and the latter is a narrative about when to accept and forgive. (note that both are rated R for explicit language, drug use and violent scenes)

Obstacles to success are omnipresent in our lives. How we deal with them is the measure of our leadership. We can place blame, accept blame and/or try to understand the narratives that led to the obstacle’s existence in the first place.

Regulatory changes, natural disasters and other such external forces are among the first group. These factors cannot be changed, but you can both prepare for them and work to mitigate their negative effects.
Competition, inefficiency and stagnation are factors that can be addressed and changed. By developing a proper culture and strategy within your organization, you can improve processes and accelerate growth to achieve the success that you envision.

As with the Serenity Prayer, your role as a leader is encapsulated by the wisdom to direct energy, focus and inspiration towards areas that can be properly and usefully affected. Do not expend energy railing against unstoppable forces and immovable objects. Focus your mental energies on the areas that can effectively change your situation for the better.

4 Key Takeaways From my Time at the WIT Accelerate! Conference

4 Key Takeaways From my Time at the WIT Accelerate! Conference

In contrast to the general societal shift towards diversity and inclusion, there seem to be more instances (or at least media identified instances) of continued segregation and compartmentalization. However, during the last three days in Kansas City, Inclusion and Opportunity reigned supreme. From the poignant Keynote addresses of Valerie Alexander to the quiet, yet passionate, wisdom of Ellen Voie, the focus on growth, empowerment and personal accountability spark excitement and proved welcoming to all.

1 Strength
The solidarity and expertise of the attendees, ranging from drivers to marketers, associates to executives, was tangible and pervasive. The often male-dominated industries encompassing transportation have such powerful resources in these amazing people who choose to draw upon the energies and networks of knowledge, expertise and leadership.

2 Wisdom
Experience and leadership affords a larger and longer view of the past, present and future. The continued growth of the conference exponentially increases the collective mindshare of the association to face the inherent challenges of gender bias and to present new engagement strategies that reduce friction and build coalitions for growth.

3 Compassion
The collective honesty and accountability for personal and professional CHOICE are keystones to self-discovery. It is inspiring to witness the ability to challenge oneself (and others) openly to find the truth and the pathway to change. The association and conference helps to reduce the obstacles that limit communication. It opens the door to becoming the sponsors and champions of each other.

4 Opportunity
Each attendee has made the conscious and intentional decision to improve themselves (and, by extension, their organizations) by tapping into the power of the association and the conference. The connections lead to new ideas, the ideas lead to new solutions, the solutions lead to greater success and growth through opportunity and open pathways.

Thank you to WIT for giving me the chance to experience the inspirational effect when a group of people, individually and together, make the CHOICE to be STRONG, to be WISE, to be COMPASSIONATE and to capture the value of OPPORTUNITY.

Women In Trucking and TranStrategy Partners Announce New Training Program

In a world of uncertainty and divisiveness, building a solid professional foundation becomes more important than ever.

RIDGEFIELD, Wash.–(BUSINESS WIRE)–TranStrategy Partners, Inc. (TSP), in partnership with Women In Trucking Association (WIT), announces the launch of the Professional Development Certification (PDC) program. The PDC has been developed over the last year as a tool to advance the development of WIT association members. Thirty courses following Industry Knowledge, Leadership, and Career Development tracks, provide foundational learning, best practices and useful strategies to help members navigate their career pathways and strengthen their personal brand.

“A certification program is not only a way for members to gain knowledge about diversity issues in the trucking industry, it is also a way for them to help their company attract and retain more women in all roles,” said Ellen Voie, President and CEO, WIT.

Wade Witherspoon, Director of Education at TSP and chief architect of the certification program expressed his excitement about the launch, “With integral input from Ellen Voie, WIT Board members and from the entire WIT association membership, we have built a powerful tool to strengthen the development of members and to help elevate their opportunities in the future.” The program is designed to deliver both industry specific education as well as personal and professional development, which falls directly in line with the foundational values of WIT.

“The new WIT Professional Development Certification was created to help our members cultivate both their personal and professional skills. I know this program will be extremely beneficial to those who take advantage of it,” said Mary Aufdemberg, director, used truck acquisitions and operations, Daimler Trucks North America, and Chairwoman of WIT.

TSP and WIT will launch the new Professional Development Certification at the Accelerate! Conference & Expo next week – November 6-8 at the Sheraton Crowne Center in Kansas City.

TranStrategy Partners, Inc. coaches entrepreneurs to transform their organization into a vigorous and more valuable business. Our expert consultants collaborate and guide you and your organization through a holistic coaching approach that delivers accelerated growth, higher profits and re-energized staff. Guaranteed! Visit to learn more.

Women In Trucking Association, Inc. is a nonprofit association established to encourage the employment of women in the trucking industry, promote their accomplishments and minimize obstacles faced by women working in the trucking industry. Membership is not limited to women, as 17 percent of its members are men who support the mission. Women In Trucking is supported by its members and the generosity of Gold Level Partners: Bendix Commercial Vehicle Systems, Daimler Trucks North America, BMO Transportation Finance, Great Dane, J.B. Hunt Transport, Ryder System, Inc., U.S. Xpress, and Walmart. Follow WIT on Twitter, Facebook, or LinkedIn. For more information, visit or call 888-464-9482.


TranStrategy Partners
Andrew Gulovsen, 618-302-7790

3… 2… 1… Context

3… 2… 1… Context

How to Build Loyal Customers with Impactful Communications

Impactful communication with customers and prospects requires the fulfillment of connection. Whether for a current customer – ‘how is this going to improve our situation?’ – or a prospect – ‘how is this solution better to make me change my provider?’ there has to be a clear understanding of their current situation. Without this understanding, communications (emails, marketing, etc.) are quickly discarded as irrelevant.
The creation of the target customer profile helps you to build communication around relevant themes that are tied to specific business needs that your company can solve. Too often, brokers will try to promote their suite of solutions to the entirety of the market in hopes of landing business – the spaghetti against the wall technique. Unfortunately, the efficiency of this method is low and expends too much time and energy for a worthwhile ROI.

By knowing the core needs and decision frameworks of a targeted customer profile, you can be very focused in your approach to communication of solutions. This will require research about target. Begin by understanding:
1) The language of their industry – acronyms and jargon
2) The differences in their processes and methods
3) Their equipment, lane and pricing needs
4) How they define success – and the role of transportation in that success
5) Their business mission/vision

Much of this information can be found on company websites and industry association materials.
All transportation is currently moving on another provider or providers. Your job is to cause the decision maker to enact a change in their current process. While you may be lucky and reach them just as another provider is failing, more often you encounter someone who is comfortable with the status quo. The cost to change (both economically and emotionally) has a certain value to them and your solution must equal or exceed that value.

To change, the decision maker must feel that your solution is:
1) Significantly simpler than their current option (saves them time); and/or
2) Significantly cheaper than their current options (saves them money); and/or
3) Significantly different than their current option (paradigm shift)

With a clear knowledge of what the customer wants/needs, you can tailor your communications to best address these areas and begin to develop credibility and rapport with the customers. When you can fit your solutions within their context of reality or begin to shift their reality to form a new context, they begin to see your company as a potential partner.

Microscope, Telescope and Mirror

Microscope, Telescope and Mirror

The cost of retaining a strong employee is significantly less than the costs associated with the recruiting, hiring and training a new employee. When did you last meet with your employees -on either a personal or professional level, just one on one? It could be a regular performance review or it could be a half hour away from the office to check in to make sure all the pistons are firing.

Trust, respect and integrity are built with connection and interest in others. Just as you do with inquiring about customer needs, make sure that you are addressing and solving the professional needs of the people in your organization – and that they are addressing the needs of the company.

Inquire about how the company and the work satisfies the development needs of each person – or how it might not be. Be clear about how the employee’s role and work meet the needs of the company. The more examples that you can provide, the more the person knows that you care about their efforts and accomplishments.

Talk about the things that would make life/work run more smoothly – new technologies, beer fridge, flexible schedules – and talk about the successes that need to occur to bring those ideas to fruition. It becomes a partnership.

In their book, Love ‘em or Lose ‘em, Beverly Kaye and Sharon Jordan-Evans surveyed 17,000 employees across multiple industries to understand the reasons why employees stay with an employer. The top 10 are:

1. Exciting work and challenge
2. Career growth, learning and development
3. Working with great people
4. Fair pay
5. Supportive management/good boss
6. Being recognized, valued and respected
7. Benefits
8. Meaningful work and making a difference
9. Pride in the organization, its mission and its products
10. Great work environment and culture

Pay and benefits, number 4 and 7 respectively, are the objective things you can establish for your company. The other eight are aspects of a vibrant and positive culture that are built over time, though the focused efforts of a caring leadership. They are the intrinsic motivators that drive employees further than any dollar or day off ever could.

Does your organization satisfy the needs of its people? Are they excited and challenged? Do they have a pathway and the tools to build their career ladder? Is the pay structure equitable to promote the right behaviors in the team?

Take the time to investigate with your people, dream with your people and have honest conversations with your people. Use this information to build the organization into a stronger, more flexible and desired company that is positioned to grow into the future.

Three Elements in Relationship Selling

Three Elements in Relationship Selling

Relationship selling is all about establishing long-term connections with your customers in order to generate repeat business for your company. It also minimizes the need to constantly market your services to potential new customers.

Three basic elements are essential to building and maintaining relationships with your customers: intimacy, passion and commitment. If your business is going to succeed, these elements need to be integral parts of your business culture.

Intimacy in business? You are probably wondering, “What does that mean?” In your personal life, intimacy is all about getting to know someone at a deeper than usual level. It’s the same in business. Building intimacy involves getting to know all about a potential customer — its goals, who the business serves, the conditions within which it operates, and so on. It also involves developing a deep understanding of the needs of the shipper.

Building intimacy is not a passive process; it doesn’t just happen. That’s because most businesses are not going to call you up to say, “I want to tell you all about me and my needs.” Instead, you’ll have to ask lots of questions to find this out. When you do, you will not only get the information you need to determine if your business can help satisfy a shipper’s needs, but you’ll also demonstrate that you care about the shipper. In turn, this will make it more likely it will want to listen to what you say and that you’ll be able to distinguish yourself from your competitors in its eyes. So don’t be shy about asking shippers lots of questions when you are going after their business, and remember that you can ask the questions in a light-hearted way. In fact, if you are super serious, you may scare the shipper off.

Tip: Although building intimacy is something your salespeople should be doing, it’s also something that everyone in your company should do. They need to stay attuned to the needs of your customers and by doing whatever they can to meet those needs.

Your passion or enthusiasm will help demonstrate to your existing customers that you want to keep their business and to potential customers that you really want their business. It can make the difference between cementing your relationship with a customer and losing it to a competitor and between getting and not getting a new customer.

Commitment demonstrates that you will do what it takes to meet a customer’s needs and that you will do what you promise. For example, if you tell a customer that you will provide a quote in 5 minutes or that you will deliver a load within a day, you do. Your commitment to a customer will demonstrate that you are sincere and can be trusted – two qualities that will make your relationship with one another last.

Cultivating Partnerships

Cultivating Partnerships

From a growth perspective, whether personally or for your business, each of us needs to have others to help drive us forward. It could be something as simple as being given permission – to try, to succeed or, even, to fail. It might be the person who tells us, “Yes….if….”, “Have you thought about…..?” or “No!”.

These different voices and perspectives act to provide reference, experience and support as we make decisions every day. While having confidence in your own abilities as a leader and a decision maker can streamline the process, the connections created through asking questions and requesting input can be far more beneficial to the success that you seek.

Where do you look for advice? Does it come from family, friends, business associates? Do you have a network of mentors or a group of industry colleagues where you can bounce ideas and truth without fear of judgement or solicitation? It has been said that ‘…we are the average of the 5 people we spend the most time with…’. Are those five people the ones who make you the best person and leader you can be?

Look at your network of colleagues and others to find folks who can fit your best version of yourself. Look for someone who can provide insight and support to you – and who can benefit from you. Remember, it is not just about making you better, it is about making everyone stronger in how they engage, lead and support.

Communities of people have historically been the drivers of both change and support. Innovation comes from the need to improve and grow and compassion comes from the need for succor and solace. Building a community of similarly focused people, not just like-minded, but those who share a common destination, can create amazing results.

Build your community to stretch yourself, challenge yourself and to serve a common goal – empathetic improvement and growth tethered by humanity.

Your Marketing Strategy Sucks (or How I stopped Fearing and Learned to Love my Brand)

Your Marketing Strategy Sucks (or How I stopped Fearing and Learned to Love my Brand)

Within the transportation industry, there are few folks who are defined as Marketers. If they do exist, the marketing program is often tucked into a much larger Sales department and exists to write copy or create shiny collateral for the team. However, as new technology, platforms and channels finally reach the transportation industry, the need for marketers and strategic marketing looms large. The communication of your unique position and selling proposition in such a crowded landscape can no longer be accomplished by the sales force alone. The depth and breadth of the market is too great to be reached through a static website or loadboard advertisement. The principles of marketing, as message driver and sales partner, must be deployed to maintain your company as a competitive force in the intermediary marketplace.

Your brand is not simply your logo, your mission statement and your color scheme, it is the expression of who you are and your service: to your customers, to your carriers, to your employees and to the community where you exist. Your brand is an aggregation of your past successes (and failures) in communication, operation, administration and organization. Your brand is the promise of solution driven service, relationship development, timely payables and competitive compensation.

Creating the brand is a process built on the truths and integrity that exist within your company. It is borne from the very essence of your mission, your vision and the leadership that you provide to your company. Your position in the marketplace (whether as price leader, as unique, differentiated service provider, or as a market-centric trusted advisor) plays a key role in your ability to compete. Properly communicating this value to your target customers is essential so they can see you and believe that you are a viable option to help them succeed.

As the profiles of shipper decision makers continue to change and morph, their needs and sensibilities change as well. The buying experience continues to shift to a more digital and social one. You must be able to communicate on these new platforms with valuable content and targeted messaging. You must be able to lead the buyers along the path so that your relationship/solution selling salesforce can take the baton and convert the prospects into customers, who are then amazed by the end to end service provided by your operations staff.

As you build your strategy for 2018, operations and sales are always a priority, but do not forget to focus resources on your brand, your message, and the communication methodologies designed to best serve your customers and your own organization.

Join us on October 26th for the BrokerXcel round table focus on Marketing Strategy. We will be addressing frameworks, best practices and tactics to improve your marketing program. Click here for the event specifics or contact TranStrategy Partners for more information.

Components of Strategy: An Exercise in Execution

Components of Strategy: An Exercise in Execution

Strategy is only successful if you have the process, the people and the execution to deliver the results that you plan to achieve. The process, its people and the execution all derive from the culture of your organization and are the engines that drive success.

Strategy exists as the overarching framework of what you want to achieve and how you expect to reach your goals. Its achievement is dependent on the context of Why, Who, When and How – the cultural aspects of your business.


This is the purpose behind (and in front of) your company and your strategy. It is the lens through which all vision is focused and all decisions are based. Whether you exist to provide the best customer service, or you want to make a lasting impact on your community or you are more financially driven, the purpose is the soul of your organization – its ethical and moral calculus.


The people who inhabit your company are expressions of the purpose and culture of the company. By their hiring, they have been given a mandate to fulfill the promise that is inherent in the mission and vision of the organization. They become the service and development machines of the company and need to be provided regular maintenance in alignment to the goals and calibrated with the purpose.


Success is often measured by the time in which it is achieved. Set deadlines and manage scope to limit undue extensions and delays in execution.


The processes, execution expectations and accountability serve as the blueprint and maintenance schedule to this project called Organizational Strategy. Clarity of expectations, proper training and metrics are necessary to successful achievement of the strategy. Keep them simple, visible and timely to review and to allow for adjustment and re-alignment.

Developing the Strategy:

In developing your strategy, you need the tools and framework to ensure the greatest probability of achievement. Any strategy, regardless of its scope and perceived possibility, has a certain probability of success. Improving that probability is the role of leadership and can be supported by a defined methodology within the planning process. Having a clear and accurate understanding of the current model will allow you to see what resources are available and how they can be deployed. Having, again, clarity of the achievement goal (vision, plan, etc.) will allow you to see what gaps exist between the current state and the desired state.

Your role as a leader is to properly fill those gaps to achieve the success. What resources are missing? What technological or operational needs are not being met? How does the message and brand need to be adjusted? Your strategy becomes the manner in which you fill these gaps – the accountability method to closing the gaps. What are the steps needed to get from point A to point B? It can be helpful to start at Point B to visualize what this truly looks like from a people, process and revenue perspective and work your way backwards. The steps and decisions will begin to materialize, becoming more corporeal, tightening focus and building belief in the possibility and the probability.