Is your personalization approach actually personal?
It’s really fascinating to speak with organizations about their personalization strategies. They speak often about things like “customized content” or “customized products”, where a customer can select a unique product color, or filter specific content they want to see on your platform. But is this really personalization? True personalization is actually centered around knowing the customer, not simply filtering or customizing what you already produce. Personalization is the “wow” factor that can’t be automated, can’t be replicated, and is unique to that individual customer relationship. With so many marketing automation platforms, we’ve gone down the road of thinking we are personalizing offerings and services, and actually lost that true, differentiating customer connection. Take, for example, a customer that buys $200 worth of product from you. Most companies would identify what they purchased, predictively cross-sell related items, and possibly even share a 10% discount coupon on their next purchase. They would use their insights on the customer’s industry and send over articles and information on trends and best practices. They would maybe even create a portal where the customer could view and access their previous orders, or create a “one-click” reorder option. And this would be deemed “personalization”. The problem is that this is not game-changing anymore. These basic behaviors are primarily industry standard. If this is your personalization strategy to stand out and differentiate, you’ve fallen short. But consider if you truly understood your customer on a deeper level. For example (and this is a real-life example), let’s say you also see that customer on social media, and you find out she’s a big Tampa Bay Buccaneers fan. After her purchase, you send a thank you note and a signed Tampa Bay Jersey. The goal of this personalization strategy isn’t the immediate ROI – but the “wow” factor, and the depth of the relationship you’re building with that customer. In this scenario, 4 weeks later, another customer made a $5,500 purchase. They said “you send my friend a Tampa Bay jersey, and she told me the story and that’s how I found you.” This true personalization is what builds a business and what “word of mouth” marketing is really made of. The ROI will follow. In short, personalization is about building brand relationships and having a clear vision of how to go about building those relationships – in a uniquely personalized manner. The first step begins with understanding your customers beyond past purchase and facebook likes.
PT WORK Force® tackles employment-related challenges found in recent Power Transmission/Motion Control Industry Report
PTWORK Force®, an initiative of PTDA Foundation, commissioned a workforce trends study to explore the current state of the power transmission/motion control (PT/MC) workforce and identify the employment-related challenges faced by organizations in the industry. Findings from the report indicate: Forty-two percent of PT/MC employers do not have a dedicated HR department—meaning the responsibilities for recruitment and hiring are only a component of someone’s position, not the focus of their job. PT/MC employers find recruiting and hiring new employees challenging according to 79 percent of survey respondents; 77 percent find it more challenging now than three years ago. For PT/MC companies with no HR department, 92 percent report challenges with recruiting and hiring. The top three challenges in recruitment and hiring in the PT/MC industry are a lack of applicants/small talent pool (74 percent); applicants lack experience or qualifications (61 percent); and competing with other companies for the same talent (57 percent). With low unemployment, impending retirement of baby-boomer employees and the lack of awareness of the PT/MC industry, traditional recruitment methods will no longer be as effective as in the past. Using PT WORK Force® resources such as PT/MC specific job postings and descriptions, onboarding checklists and a career fair DIY guide, PT/MC employers will be able to navigate the path forward in building a competitive workforce of the future. PT WORK Force® (where WORK stands for Workforce Outreach, Research and Knowledge) is designed to help the PT/MC industry overcome the challenges associated with turnover in its workforce. Resources empower companies to find, hire and retain the best and brightest talent from across North America.
Women In Trucking announces Finalists for 2019 Influential Woman in Trucking Award
The Women In Trucking Association (WIT) and Freightliner Trucks announced today six finalists for the 2019 Influential Woman in Trucking award. This is the ninth year for the award which was developed in 2010 as a way to honor female leaders and to attract and advance women in the trucking industry. The award highlights the achievements of female role models and trailblazers in the trucking industry. More than 100 outstanding nominations were submitted for this year’s award, recognizing women in various roles in the industry. The 2019 Influential Woman in Trucking award finalists are: Niki Bolton, senior truck auditor & executive projects officer, American Truck & Rail Audits, Inc. Kristy Knichel, president & CEO, Knichel Logistics Ruth Lopez, director of transportation management, Ryder Logistics Kellylyn McLaughlin, over-the-road training engineer & professional driver, Schneider National Inc. Jodie Teuton, vice president, Kenworth of Louisiana Lidia Yan, CEO and co-founder, NEXT Trucking Niki Bolton is the senior truck auditor and executive projects officer for American Truck & Rail Audits, Inc. (AMTR). She has been with the company for 11 years. She began as a data entry clerk, quickly moved to truck audits team manager, received her Certified Transportation Cost Auditor certificate from AMTR, and then transitioned into her current role in early 2019. Prior to working at AMTR, Bolton attended the University of Arkansas at Little Rock. She has also completed Transportation Logistics & The Law and Motor Carrier Operations courses through the Institute of Logistical Management. In her very niche business, she has brought up many new auditors and a new female manager to lead the truck audits team. She is involved in many industry organizations including National Industrial Transportation League, Blockchain in Transport Alliance and Transportation Intermediaries Association. Outside of the office she volunteers as a leader for a non-profit organization for foster and adoption care. Kristy Knichel, president and CEO of Knichel Logistics since 2007, has been the driving force behind the company’s annual growth and reputation as one of the top service providers within the Intermodal Marketing Company (IMC) community. As of 2018, Knichel Logistics has grown to $73 million in revenue. Knichel’s proudest accomplishment is the family atmosphere she has created for her team members. Today, her focus is on expanding the company’s footprint in the logistics industry and offering team members the opportunity for growth and self- improvement. She has achieved many goals during her 20+ years in the transportation industry including being named a finalist for the EY Entrepreneur of the Year, being the first recipient of the Distinguished Woman in Logistics award, and her recent nomination as Intermodal Logistics Conference Chair on the TIA Board of Directors. Ruth Lopez has achieved a 20-year career with Ryder Logistics and currently serves as director of transportation management, leading teams in the U.S. and in Mexico. The teams are comprised of transportation planners executing lowest-cost/time-compliant shipments in accordance with the expectations of 56 external clients. Lopez, along with her team, creates specific execution plans with comprehensive strategies for Ryder’s key customer segments and new client implementations. She has served as a co-chair for Ryder’s Women’s Leadership Forum, whose mission is to support the attraction, retention and development of women. Kellylyn McLaughlin is an over-the-road professional driver and trainer for Schneider National Inc. Before getting behind the wheel of a CMV, she was a pilot and loves all modes of transportation. She joined the US Peace Corps after university which led to more than a decade of working to support international development in rural communities. She then transitioned to passenger safety after becoming a mother and worked for both National Highway Traffic Safety Administration (NHTSA) and SafeKids as a child passenger safety expert. She discovered professional driving quite by accident through accepting a logistics position with a large marching band. She is now focusing her efforts to make a positive difference for drivers by being a professional driver stake holder representative at local, regional, national and international levels, along with mentoring new drivers for SNI and advocating for women in trucking. Jodie Teuton is the co-founder of Kenworth of Louisiana, a heavy-duty truck dealership group representing both Kenworth and Hino truck brands with eight Louisiana locations. Before devoting her professional career to the retail auto and truck business in 1997, she practiced law locally in South Louisiana. Teuton received a Bachelor of Science degree in Business from Nicholls State University in 1987 and a J.D. from Loyola University in 1990. She is passionate about business and proud to carry on her family legacy as a dealer. She currently is president of American Truck Dealers – ATD (a division of the National Auto Dealers Association). Tetuon is an advocate for her industry as well as for the rights of the disabled. Lidia Yan is the CEO and co-founder of NEXT Trucking, the FreightTech company that is reshaping the $800 billion trucking and shipping industry. With a background in logistics and e-commerce in the U.S. and China, Yan recognized a market need for a simpler, technology-enabled marketplace to match freight with capacity. In 2015, she founded NEXT as the first trucker-centric app and marketplace. Since then, she has led the company to 500 percent revenue growth, 250+ employees, and $125 million in funding. She has been a finalist for EY’s Entrepreneur of the Year, received a Stevie Award for Startup of the Year, and been recognized by the Los Angeles Business Journal Women’s Council and Awards. Prior to founding NEXT, Yan was a marketing executive at top 10 e-commerce retailer, Newegg. The judges for the 2019 award are Ellen Voie, WIT president and CEO; Dave Nemo, talk show host, Sirius XM Radio; and Angela Eliacostas, founder and CEO, AGT Global Logistics and the 2018 Influential Woman in Trucking award recipient. All six finalists will participate on a panel at the WIT Accelerate! Conference & Expo held in Dallas, Texas, Sept. 30 – Oct. 2, 2019. The winner will be announced at the general session panel discussion, “How Remarkable Women Unleash their Leadership Potential,” on Tues., Oct. 1 from 8:45 am – 10:00 am. The finalists
Eleven big brand mistakes companies regularly make
Brand expert Lindsay Pedersen says she sees companies make the same mistakes over and over. Do you recognize yourself in the list below? Whether or not you realize it, brand is tremendously important to every aspect of your business. A well-crafted and well-executed brand strategy can cut through the noise of a million messages, articulate your promise to the customer, set you apart from the competition, scale your business, and establish yourself as a leader in the space. Problem is, most leaders underestimate and neglect their brand. Even those who think they know brand inside and out often have big misconceptions or serious flaws in their strategy—and in this case, what they don’t know can hurt them. “Misunderstanding brand leads to costly mistakes,” says Lindsay Pedersen, author of Forging an Ironclad Brand: A Leader’s Guide (Lioncrest Publishing, April 2019, ISBN: 978-1-544-51386-7, $27.99). “Only by recognizing common missteps and avoiding them can you fully realize the power of a strong brand and put your business ahead of the competition.” Pedersen says brand should be a company’s North Star. It should guide every decision you make. Forging what she calls an ironclad brand lets you occupy the single best position in the hearts and minds of your customers. When you pinpoint this optimal position, you’ll be able to create value, maximize scale, and lead with purpose. On the other hand, a poorly crafted and executed brand position can seriously cost you. Read on for a list of mistakes that too many companies regularly make: MISTAKE #1: You don’t claim your brand position at all. Instead you let the market do it for you. Position happens whether or not you are driving it. If you allow yourself to be positioned by the market, it most likely will not be your optimal brand position for growth. So, the number-one mistake is to underestimate the importance of brand positioning by not intentionally claiming your brand position at all. “Don’t be an accidental brand,” says Pedersen. “It’s too important. A business’s brand can either unleash your competitive advantage or thwart it.” MISTAKE #2: You delay on brand strategy. Ironclad brand strategy is not just for established businesses with traction. It is also for start-ups. The sooner you have a brand strategy, the sooner you’ll have both your North Star and your rudder. Know your purpose now—you can always revisit it later as your product gains market fit and momentum. As with any business, you will refine your direction as you learn more about your customer, the competitive space, and your own strengths as a business. MISTAKE #3: You focus on the category benefit of your product. Assuming you do participate in careful brand positioning, the most common business pitfall is choosing a positioning idea that is not ownable and differentiated. Many businesses pin their brands on a category benefit or “table stakes”: a benefit that is not only not unique to the market, but is a must-have for anyone in the space. If you sell a pancake mix (and your brand isn’t dominant), it’s vital to avoid relying on table stakes like “comfort food on Sunday mornings.” Instead, you have to focus on something that only you bring to the pancake experience. Identify the things you are particularly good at (maybe your mix is healthier than the others, or you deliver a traditional Swedish-style pancake). Then isolate which of these are unique in the market. Finally, determine which of these resonates with your target audience. MISTAKE #4: You don’t recognize the vastness of brand. Lots of people misunderstand brand because a lot of different components and tactics make up brand. It includes things like logos, advertising, TV and social media, the product itself, customer experience, tagline, SEO, font, your business’s personality, and even the color of your employees’ uniforms. But none of these are, by themselves, brand. Brand is the interconnected web of what your business means and how you deliver that meaning, all made possible by your special position in your customer’s universe. “To conflate brand with one of its many manifestations is to miss its power,” says Pedersen. MISTAKE #5: You don’t choose a focus. Brand strategy includes choosing what you are NOT going to focus on (even though it is scary). By choosing what falls inside your brand purpose, you are also choosing what falls out of it. Focus is how you win. Pedersen says you must muster the courage and effort to undertake this heavy-lifting strategic work. “Choose to stand for something—one thing,” she says. In choosing your “yes,” you necessarily choose many “noes.” Shining the light on one thing darkens what lies outside that beam. MISTAKE #6: You fail to get the customer’s attention. A customer can engage with your business only when she knows it exists. That means you must make it easy for them to notice you. The solution isn’t to shout loudly (and most lack the marketing budget to shout loudly enough). The solution instead is to speak with bracing clarity, which most businesses fail to do. Be crystal clear about what your business is and why that matters to customers. “A storefront near my office failed to get my attention,” says Pedersen. “Its windows featured women clad in fleece tunics, and the signage was vague and New Age-y with an obscure tagline. I assumed that this business sold crystals and incense, so I was surprised to learn it was a Pilates studio. I practice Pilates and am in the middle of this business’s target customer profile. But this Pilates studio failed to make their business easy for me to see, so I did not see it. I did not become a customer because they did not make it easy for me to do so.” MISTAKE #7: You forget to consider the customer’s frame of reference. A frame of reference is that thing your customer would be using if your product or service didn’t exist. It’s what they would buy instead of your offering. Businesses tend to think about their frame of reference from the business’s perspective, instead of from the customer’s
August 2019 Logistics Manager’s Index Report®
LMI® at 56.6%, Growth is INCREASING AT AN INCREASING RATE for: Warehousing Prices, Transportation Capacity and Transportation Utilization. Growth is INCREASING AT A DECREASING RATE for: Inventory Levels Inventory Costs, Warehousing Capacity and Warehousing Utilization. Warehousing Capacity is STEADY. Transportation Prices are DECREASING. According to a sample of North American logistics executives, growth continued (although at a decreasing rate) across the logistics sector in August 2019. Six of the eight metrics are increasing, although only two of those are at an increasing rate. Warehouse Capacity is holding steady, and Transportation Prices, which have been the LMI metric most predictive of the economy, is DECREASING for the third time in four readings. The overall LMI is down (-0.32), reaching a score of 56.6, which is the second lowest score in the history of the index. This is also down significantly from this time a year ago, when it registered at 70.8. With that being said, August’s score of 56.6 is still above 50.0, which indicates (slowing) growth in the logistics industry. Researchers at Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, and in conjunction with the Council of Supply Chain Management Professionals (CSCMP) issued this report today. Results Overview The LMI score is a combination eight unique components that make up the logistics industry, including: inventory levels and costs, warehousing capacity, utilization, and prices, and transportation capacity, utilization, and prices. The LMI is calculated using a diffusion index, in which any reading above 50 percent indicates that logistics is expanding; a reading below 50 percent is indicative of a shrinking logistics industry. The latest results of the LMI summarize the responses of supply chain professionals collected in August 2019. Seven of the eight metrics read in below their historical average. Only Transportation Capacity reads in above average. Transportation metrics have been the most dynamic over the history of the LMI®. Transportation Prices are detracting for the third time in four months, down slightly (-0.32) to 48.9, which suggests a marginal decrease in freight price. This is a vast difference from a year ago. In August 2018 Transportation Prices were growing at a rate of 92.7, making for a 43.8 point drop over the course of the year. The change index used by the LMI® ranges from 0-100, so to go from growing at close to the fastest rate possible to contracting in the span of 12 months suggests a significant shift in the market. This lack of growth, with the continued growth of Transportation Capacity (64.8, up 26.4 points from 38.4 at this time a year ago). These findings corroborate recent reports of cratering freight markets, with trucking companies closing at a significantly increasing rate[1]. Warehouse Prices are up once again (+3.6), likely due to the stagnation (-1.5) in Warehouse Capacity which has held at a steady state of 50.0. Although Warehouse Prices are up month-over-month, they are still down sharply from a year ago when they were at 80.4. Finally, Inventory Levels are down significantly (-7.6) from the last reading to 59.6. While firms are still adding inventory, it is at a slower pace than last month as well as the historical average. LOGISTICS AT A GLANCE Index August 2019 Index July 2019 Index Month-Over-Month Change Projected Direction Rate of Change LMI® 56.6 57.2 -0.60 Growing Decreasing Inventory Levels 59.6 67.2 -7.61 Growing Decreasing Inventory Costs 70.3 71.2 -0.86 Growing Decreasing Warehousing Capacity 50.0 51.5 -1.49 Steady From Increasing Warehousing Utilization 64.0 64.9 -0.88 Growing Decreasing Warehousing Prices 69.8 66.2 +3.61 Growing Increasing Transportation Capacity 64.8 62.7 +2.14 Growing Increasing Transportation Utilization 55.1 53.2 +1.94 Growing Increasing Transportation Prices 48.9 49.2 -0.32 Contracting Decreasing The index scores for each of the eight components of the Logistics Managers’ Index, as well as the overall index score, are presented in the table below. All seven of eight metrics are up, but many are moving at low or considerably decreased rates. The overall LMI® index score is down to its lowest point in the history of the index, but still indicates growth in the logistics industry. Historic Logistics Managers’ Index Scores This period’s along with all prior readings of the LMI are presented table below. The values have been updated to reflect the method for calculating the overall LMI: Month LMI Average for previous readings – 63.8 High – 75.71 Low – 56.0 Std. Dev – 5.57 August ‘19 56.6 July ‘19 57.2 June ‘19 56.0 May’19 56.7 April ‘19 57.9 March ‘19 60.41 February ‘19 61.95 January ‘19 63.33 December ‘18 63.54 November ‘18 66.98 October ‘18 71.20 September ‘18 70.80 July/August ‘18 70.80 May/June ‘18 72.55 March/April ‘18 75.71 January/February‘18 68.89 September-December ‘17 70.09 July/August ‘17 63.64 May/June ‘17 62.02 Mar/April ‘17 60.76 Jan/Feb ‘17 61.69 Nov/Dec ‘16 61.79 Oct ‘16 60.36 Sep ‘16 60.70 LMI® The overall LMI index is 56.6 in the August 2019 reading, which is down very slightly from July’s index score of 57.2, and the second-lowest score in the history of the index. Before April of this year, the overall LMI had never dipped below 60.0, it has been below 60.0 in every reading since. The variance in the LMI index has been minimal over the last five readings, with a total range of 1.9. This may indicate that the logistics industry has settled into a state of low, but steady growth. Interestingly, respondents expect the LMI will be up significantly in the next 12 months, estimating it at 62.7. This indicates that our panel is optimistic that the logistics industry will be on firmer footing and growing at a faster rate a year into the future. Inventory Levels The Inventory Level index is 59.6, 6.6 points down from last month’s reading, indicating that that inventory levels are rising but at a decreasing rate. This value is approximately 8 points below the value both one and two years ago at this time. This is the second time in a year that the value has dropped below
Rail Traffic for August and the week ending August 31, 2019
The Association of American Railroads (AAR) has reported U.S. rail traffic for the week ending August 31, 2019, as well as volumes for August 2019. U.S. railroads originated 1,055,386 carloads in August 2019, down 4.6 percent, or 50,672 carloads, from August 2018. U.S. railroads also originated 1,089,849 containers and trailers in August 2019, down 5.4 percent, or 61,839 units, from the same month last year. Combined U.S. carload and intermodal originations in August 2019 were 2,145,235, down 5 percent, or 112,511 carloads and intermodal units from August 2018. In August 2019, eight of the 20 carload commodity categories tracked by the AAR each month saw carload gains compared with August 2018. These included: petroleum & petroleum products, up 3,612 carloads or 7.8 percent; all other carloads, up 3,090 carloads or 13 percent; and stone, clay & glass products, up 2,567 carloads or 7.5 percent. Commodities that saw declines in August 2019 from August 2018 included: coal, down 36,301 carloads or 9.9 percent; crushed stone, sand & gravel, down 5,751 carloads or 5.4 percent; and grain, down 5,365 carloads or 6 percent. “While the strength of the overall economy remains unclear, in the last quarter it has become much more evident that the portion of the economy which generates freight — manufacturing and goods trading — has weakened significantly,” said AAR Senior Vice President John T. Gray. “Total U.S. freight carloads have fallen on a year-over-year basis for seven straight months, and that’s true even after excluding coal and grain, the major rail commodities least sensitive to overall economic health. Year-over-year intermodal volumes, typically a reliable indicator of consumer spending and intermediate manufacturing demand, have fallen for seven straight months. We had a similar pattern in 2016, when rail traffic was weak and the overall economy wobbled but didn’t fall down. Railroads are hopeful that the uncertainty plaguing economies here and abroad will dissipate soon and solid economic and industrial growth will return.” Excluding coal, carloads were down 14,371 carloads, or 1.9 percent, in August 2019 from August 2018. Excluding coal and grain, carloads were down 9,006 carloads, or 1.4 percent. Total U.S. carload traffic for the first eight months of 2019 was 8,871,704 carloads, down 3.4 percent, or 310,246 carloads, from the same period last year; and 9,328,443 intermodal units, down 3.9 percent, or 375,964 containers and trailers, from last year. Total combined U.S. traffic for the first 35 weeks of 2019 was 18,200,147 carloads and intermodal units, a decrease of 3.6 percent compared to last year. Week ending August 31, 2019 Total U.S. weekly rail traffic was 541,945 carloads and intermodal units, down 4.5 percent compared with the same week last year. Total carloads for the week ending August 31 were 268,597 carloads, down 4.2 percent compared with the same week in 2018, while U.S. weekly intermodal volume was 273,348 containers and trailers, down 4.9 percent compared to 2018. Two of the 10 carload commodity groups posted an increase compared with the same week in 2018. They were petroleum and petroleum products, up 66 carloads, to 12,317; and motor vehicles and parts, up 61 carloads, to 17,441. Commodity groups that posted decreases compared with the same week in 2018 included coal, down 5,196 carloads, to 86,661; nonmetallic minerals, down 3,209 carloads, to 36,305; and metallic ores and metals, down 1,629 carloads, to 23,569. North American rail volume for the week ending August 31, 2019, on 12 reporting U.S., Canadian and Mexican railroads totaled 375,177 carloads, down 3.3 percent compared with the same week last year, and 366,771 intermodal units, down 3.3 percent compared with last year. Total combined weekly rail traffic in North America was 741,948 carloads and intermodal units, down 3.3 percent. North American rail volume for the first 35 weeks of 2019 was 24,824,719 carloads and intermodal units, down 2.5 percent compared with 2018. Canadian railroads reported 85,954 carloads for the week, down 1.3 percent, and 74,292 intermodal units, up 2.2 percent compared with the same week in 2018. For the first 35 weeks of 2019, Canadian railroads reported cumulative rail traffic volume of 5,311,241 carloads, containers and trailers, up 1.8 percent. Mexican railroads reported 20,626 carloads for the week, down 0.4 percent compared with the same week last year, and 19,131 intermodal units, down 0.4 percent. Cumulative volume on Mexican railroads for the first 35 weeks of 2019 was 1,313,331 carloads and intermodal containers and trailers, down 3.3 percent from the same point last year.
BCI announces new president and Board retirement
Battery Council International (BCI) has announced the appointment of David M. “Dave” Shaffer to President of the BCI Board of Directors effective Sept. 1st succeeding Joseph A. “Joe” Walicki who has announced he will step down as president and resign from the BCI Board of Directors effective Aug. 31st coinciding with his retirement. “We are excited to welcome Dave into his new role as BCI’s president and we are eager to see where his leadership will take us, as the organization is poised to enter a new strategic planning phase,” said Kevin Moran, BCI executive vice president. “On behalf of BCI, I’d like to extend my gratitude to Joe for his many contributions and service to BCI. We wish him years of happiness in his retirement.” Shaffer currently serves as director, president and chief executive officer (CEO) of EnerSys, a manufacturer and distributor of reserve power and motive power batteries, battery chargers, power equipment, battery accessories and outdoor equipment enclosure solutions. Shaffer reaffirmed the focus of BCI by stating that, “Energy storage has never been more important or exciting, and our industry continues to meet the world’s energy storage needs as they transition to decarbonization. BCI has a vital role to help its members adapt to an evolving technology and regulatory landscape. I thank the BCI board and membership for the opportunity to serve as president as we work together to sustain our collective success.” Walicki welcomed Shaffer to his position as board president by stating, “As I step down from my role as board president, I am pleased to have Dave assume this leadership position. His passion, energy and commitment to the industry will be valuable to the BCI board, staff and members.” Until Aug. 31st Walicki is the president and chief executive officer (CEO) of Clarios, previously known as Johnson Controls Power Solutions. He represents the company in the advancement of energy storage technologies, the support of vehicle energy efficiency standards and is an advocate for sound energy and environmental policies. In announcing his retirement, Walicki stated, “After more than 30 years at Johnson Controls, now Clarios, I am looking forward to the next chapter in my life. I have never been as proud as I am today of the Clarios team and the work they have done and will continue to perform under its leadership. My wife, Claire, and I look forward to returning to our home back East where we will be surrounded by our family and reconnect with longtime friends.”
Women In Trucking announces its 2019 September Member of the Month
Women In Trucking (WIT) has announced Regan Morton as its 2019 September Member of the Month. Morton is a professional driver with 13 years of experience. She has been a line haul driver for YRC Freight for the past four years. Regan Shane Morton is a transgender woman. She started out in life as Shane Regan Morton, a son to parents Sam and Shirley Morton. In 2017, she came out as transgender. A year later, she changed her name and gender. Morton grew up in the trucking industry. Her dad drove for over 50 years. “When I was a child, he would take us kids with him, let us flash the lights and talk on the CB radio. Out of the four of the kids he raised, I was the one that wanted to go the most! I was driving his truck before I even had a driver’s license. I knew then what I wanted to be,” said Morton. After high school, her troubled youth caught up with her. She spent a year in jail. Once she got out, she was discharged from the National Guard. “I had to start life from the bottom of the barrel,” she said. With nothing to lose, Morton decided to go after her dream. She contacted a local trucking company, only to learn she needed to be 23 years old and have two years of experience. So, she spent her younger years working as a volunteer and part-time firefighter. “I had to show my community that I was a good person. After five years, the court overturned my conviction and expunged my records. They gave me a second chance in life. I went on doing contract work and running my own business for 10 years,” Morton explained. By the age of 36, she could no longer ignore the call of the road. She attended driving school and went to work for a trucking company. She spent the next nine years driving and learning what she liked best. Knowing that she had an interest in LTL and Teamsters, she met with a YRC recruiter at the Mid-America Trucking Show. “That was the beginning of my dream job,” she remembers. But that’s not the end of Morton’s story. Something had troubled her all her life. In 2010, she started to understand that there were other people like her. The stories she heard and what she felt on the inside woke her up to who she really was. Over the next seven years, she started to understand herself better. “In 2017, I sought out professional help and went on hormone replacement therapy. What I was doing couldn’t be hidden from my employer, so I knew I had to tell my boss,” Morton explained. “At that time, I thought my job and career was over. As I grew into the new person I was going to be, I knew that the company would have to grow with me. Fortunately, I was blessed with probably the best boss I could have had. She did everything she could for me. As I grew as a person, she worked with the company and human resources to make YRC more inclusive.” In March 2019, Morton joined WIT. “I joined Women In Trucking to support other transgender people and hopefully get more LGBTQ people into the trucking industry. Then, I found myself joining the gender diversity task force,” she said. The gender diversity task force was recently formed by WIT to better understand the needs of the LGBTQ community. WIT realizes there is a growing number of lesbian, gay, bisexual, transgender and queer professional drivers and other transportation workers. As the voice of gender diversity, the association wants to ensure they are inclusive and to create an awareness within the trucking industry. “We call ourselves the voice of gender diversity, and we’re stepping up to ensure we represent ALL of our members by including the LGBTQ community in our efforts to attract and retain both drivers and management in this traditionally male-dominated industry,” said Ellen Voie, WIT president and CEO.
Scarcity of Attention: The most significant Marketing Challenge of our time
Manufacturers at a marketing crossroads discover the power of a simplified message, repeated relentlessly The most significant marketing challenge of our time is the scarcity of attention from potential customers. Bombarded relentlessly from all directions with too much information, a deluge of products and services, and too many unsubstantiated claims, potential customers have tuned out, dropped out and become all but unreachable. Now resistant to communication, they can’t even process 5% of what is thrown at them daily, maybe even less. Unfortunately, this barrier is crippling the efforts of manufacturers to grow and expand. Many may not even survive as a result. “Scarcity of attention is the defining business challenge of our time,” says Jamie Mustard, a messaging, design, and communications expert for industrial firms. “Today, it is the attention of others that is the most valuable commodity in the digital age. In this environment, a company’s very survival depends on cutting through the sea of white noise.” If there is one telling example of the symptoms of this scarcity of attention, it is the anxiety and frustration over not being seen or heard that can permeate throughout an organization from ownership, through the C-level execs, sales team and even down to the average worker. “Most manufacturers that design a great product continue to believe in the idea that ‘if you build it, they will come,’ says Mustard. “But like the movie it comes from, that is a ‘field of dreams’ from a marketing perspective. “So, owners and top execs are often just left wondering why the product isn’t garnering the attention it deserves and the product is not selling,” “If I could just get the attention of our potential customer for just 10 minutes, we could be extremely successful,” says John Neuens, CEO of BCA Industries, a company that specializes in industrial shredders and recycling equipment. “What I need from a sales perspective is a ‘dilution solution.’” Fortunately, all is not lost in the fight to break through the noise and be heard. The solution for standing out and being remembered is radically simple, even if seems a bit counterintuitive. To thrive in business today it is imperative to grab the attention of the prospect in an instant with a message that addresses a direct and immediate need like a sledgehammer, explains Mustard in his book, the Iconist, the Art and Science of Standing Out. The message must also be utterly and brutally simple, yet big and bold enough to hit the prospect between the eyes and lodge in their mind instantly. “You have an instant to grab a prospect’s attention or you will likely lose them forever,” explains Mustard. “The message must affect them before they even have a chance to process it. If not, they are already moving on to the next website and another company.” Unfortunately, manufacturers often lose the battle because the message is overly complicated, unfocused and delivered with little or no repetition. In some ways, this can be attributed to the engineering mindset that many owners and top executives have in the manufacturing sector. Having personally overseen or even participated in the development of the product, it can be difficult to commit to a single, concise message. “As engineers that developed the product, the inclination is to promote all twenty-five features of the product,” says Mustard. “It often goes against the grain to strip down the message to the one bold statement that should be the lead of every interaction with potential customers.” To stand out, capture attention, and imprint it in the mind, the message must also include oversized, bold images or phrases that can be instantly understood. Finally, the message must address an emotional concern or even an immediate pain point. “I compare it to a road sign,” explains Mustard. “You have to have a road sign that explains the benefit to the customer, and if that road sign corresponds to the need of the customer, they will get off at your exit.” The next step is to repeat the message relentlessly like a drum, a never-ending mantra, at every contact point with the customer. Only then, will the message cut through the scarcity of attention and become an identifiable, even defining message for the company. “There is a snowball effect when you deliver a clear, bold message repeatedly,” says Jeff Elliott, CEO of industrial marketing firm, Power PR that for 29 years has written and facilitated placement of editorial features in industrial and commercial trade magazines. The challenge, however, is defining success as it relates to repetition. “Often manufacturers get a message out a few times and then wonder why, with the ‘repetition,’ the phones are not ringing off the hook. That is because true repetition is a matter of volume. It is not 5 messages delivered, but rather 80, or better yet, 800. It’s relentless and repetitive over time.” As for media channels, tried-and-true industrial trade publications remain one of the best tools for reaching targeted industrial audiences. When objective third parties are quoted, this type of feature article coverage can be one of the most powerful, credible forms of marketing today. It is only this type of “real” content that causes a buying decision. As trade magazines continue to greatly expand their online content, that influence is only increasing. For the generation that searches for much of its information online, these articles can get more “eyes” on them than ever before, often appearing at the top of organic search engine rankings. “Trade magazines are considered an authority and it is very powerful when they publish an article that in some way mentions a product or service or tells the story of an application that solved a serious problem,” says Elliott, noting that a well-executed volume-based campaign should be able to generate 55-80 feature articles about a company in a year. “Sadly, there are not enough industrial content creators that focus solely on repetition of message in the world’s leading trade magazines,” adds Elliott. “On top of that,
July 2019 Logistics Manager’s Index Report®
LMI® at 57.2% Growth is INCREASING AT AN INCREASING RATE for: Inventory Levels, Inventory Costs, Warehousing Utilization, and Warehousing Prices Growth is INCREASING AT A DECREASING RATE for: Warehousing Capacity and Transportation Capacity Transportation Prices are DECREASING According to a sample of North American logistics executives, growth continued (although at a decreasing rate) across the logistics sector in July 2019. Although the overall index is up slightly, Transportation Prices, which have been the LMI metric most predictive of the economy, is DECREASING. This is the second time in three months that Transportation Price, which had often been the highest-scoring metric through most of 2018, has reported a decrease. The overall LMI is up for the first time after seven consecutive months in decline. That being said, July 2019 was the third lowest score in the history of the index (greater than only May and June of 2019), and well below the historical average of 64.1. It is also down significantly from this time a year ago, when it registered at 70.8. With that being said, July’s score of 57.2 is still above 50.0, which indicates growth in the logistics industry. Researchers at Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, and in conjunction with the Council of Supply Chain Management Professionals (CSCMP) issued this report today. Results Overview The LMI score is a combination eight unique components that make up the logistics industry, including: inventory levels and costs, warehousing capacity, utilization, and prices, and transportation capacity, utilization, and prices. The LMI is calculated using a diffusion index, in which any reading above 50 percent indicates that logistics is expanding; a reading below 50 percent is indicative of a shrinking logistics industry. The latest results of the LMI summarize the responses of supply chain professionals collected in July 2019. Six of the eight metrics read in below their historical average. Only Transportation Capacity and Inventory Levels come in above average. Transportation metrics have been the most dynamic over the history of the LMI®. Transportation Prices are detracting for the second time in three months, down slightly (-1.75) to 49.2, which suggests a very marginal decrease. This is a vast difference from a year ago. In July 2018 Transportation Prices were growing at a rate of 92.7, making for a 43.5 point drop over the course of the year. The change index used by the LMI® ranges from 0-100, so to go from growing at close to the fastest rate possible to contracting in the span of 12 months suggests a significant shift in the market. This lack of growth, with the continued (although slowed) growth of Transportation Capacity (62.7, up from 38.4 at this time a year ago) corroborate recent reports of slowing freight markets, which some have termed a “freight recession”[1]. Warehouse Prices read in at 66.2, which is up from June (+10.4) but still down sharply from July 2018 when they were at 80.4. Warehouse Capacity (-2.86), continues to hover close to 50.0 as it has all year. This likely indicates that the supply of warehouses seems to be close to satisfying market demand. Warehousing Utilization (+0.8) and Inventory Costs (0.02) continue to grow at nearly the same pace as they did in June. Inventory Levels are up (+2.65) to 67.2. This is above the historical average of 63.5, and may be reflective of the strong consumer spending that continues to buoy the overall U.S. economy[2]. The index scores for each of the eight components of the Logistics Managers’ Index, as well as the overall index score, are presented in the table below. All seven of eight metrics are up, but many are moving at low or considerably decreased rates. The overall LMI® index score is down to its lowest point in the history of the index, but still indicates growth in the logistics industry. LOGISTICS AT A GLANCE Index July 2019 Index June 2019 Index Month-Over-Month Change Projected Direction Rate of Change LMI® 57.2 56.0 +1.23 Growing Increasing Inventory Levels 67.2 64.5 +2.65 Growing Increasing Inventory Costs 71.2 71.2 +0.02 Growing Increasing Warehousing Capacity 51.5 54.3 -2.86 Growing Decreasing Warehousing Utilization 64.9 64.1 +0.80 Growing Increasing Warehousing Prices 66.2 65.1 1.04 Growing Increasing Transportation Capacity 62.7 67.29 -2.61 Growing Decreasing Transportation Utilization 53.2 51.5 +1.63 Growing Increasing Transportation Prices 49.2 51.0 -1.75 Contracting From Increasing Future predictions indicate that respondents predict an increase in all eight LMI® metrics over the next 12 months. Over the past two years, LMI® respondents have been very accurate in their future predictions. Future predictions for LMI components 12 months from now are displayed below: Historic Logistics Managers’ Index Scores This period’s along with all prior readings of the LMI are presented table below. The values have been updated to reflect the method for calculating the overall LMI: Month LMI Average for previous readings – 64.1 High – 75.71 Low – 56.0 Std. Dev – 5.48 July ‘19 57.2 June ‘19 56.0 May’19 56.7 April ‘19 57.9 March ‘19 60.41 February ‘19 61.95 January ‘19 63.33 December ‘18 63.54 November ‘18 66.98 October ‘18 71.20 September ‘18 70.80 July/August ‘18 70.80 May/June ‘18 72.55 March/April ‘18 75.71 January/February‘18 68.89 September-December ‘17 70.09 July/August ‘17 63.64 May/June ‘17 62.02 Mar/April ‘17 60.76 Jan/Feb ‘17 61.69 Nov/Dec ‘16 61.79 Oct ‘16 60.36 Sep ‘16 LMI® The overall LMI index is 57.2 in the July 2019 reading, up very slightly from June’s index score of 56.0. This is also down considerably from a year ago when the LMI overall score was 70.8. It has trended down since then, with rates of growth decreasing in every period since October 2018 to June 2019, with this month’s reading being the first increase in 2019. That being said it is still the third-lowest overall score in the history of the index, and lower than the historical average of 64.1. While the overall LMI scores in 2019 have been lower than 2018, they have all still com in above
American Logistics Aid Network urges Precautions, Preparation for Hurricane Dorian
As Hurricane Dorian heads toward the mainland U.S., the American Logistics Aid Network (ALAN) is urging residents of Florida, the Gulf Coast and other parts of the Southeast to start preparing – and advising the logistics community to get ready to help. “The strength and path projections for Dorian are still very uncertain, but do suggest that it could be a destructive and dangerous event for Florida and potentially all of the Southeast and Gulf Coast,” said Kathy Fulton, ALAN’s Executive Director. “As a result, ALAN is officially mobilizing and gearing up to provide donated space, trucking, services and equipment as needed.” ALAN has activated a Hurricane Dorian Micro-site, where the humanitarian organization will be posting requests for assistance and links to helpful community resources. In addition, it has issued an official “STORM” advisory that provides several do’s and don’ts for safe and efficient disaster preparation and relief. (See below.) As always, Fulton said that ALAN hopes these measures will prove to be merely precautionary. “During our 14 years of operation, we’ve seen some potentially catastrophic hurricanes that have turned into relatively minor events while others have morphed into far more major events than originally anticipated,” she said. “Obviously, we hope Dorian will turn out to be the former. However if it isn’t, we want people to remember that we are here to assist – and that when it comes to these storms, there’s no such thing as too ready.” ALAN’S Official STORM Advisory S tay safe. If you and your business facilities are located anywhere near Dorian’s projected path, be sure to monitor your local National Weather Service forecast for real-time details. Just as important, please heed any warnings or advisories that pertain to you or your personnel – and allow plenty of time for your employees to evacuate or make preparations to shelter in place. Dorian is expected to turn into a major hurricane that could produce everything from strong winds and heavy rains to a damaging storm surge, and it is not to be taken lightly. T reat every storm (including this one) like it might be the big one – even if previous storms have seemed to be “much ado about nothing.” Each time an area successfully dodges a major tropical storm or hurricane, it increases the risk that local residents won’t take future warnings about hurricanes quite as seriously. Please don’t buy into this attitude. Each storm truly is unique, and just because you haven’t been impacted in a big way yet, there’s no guarantee that you’ll continue to be that fortunate moving forward. Always heed the warnings for your area – and don’t ever assume those warnings are exaggerated. Your life and safety could depend on it. O ffer any logistics space, equipment or services you might be willing to donate at https://www.alanaid.org/how-to-help/. Although logistics professionals may not have the medical skills of first responders, they have many skills and assets that can be equally applicable after disasters hit – because when bad things happen, one of the hardest parts of humanitarian organizations’ jobs is getting items like food and hydration to disaster sites as quickly as possible. In fact, logistics accounts for up to 80% of their disaster budgets – and as much as 40% of that is wasted. That’s a lot of cost – and considerable opportunity for the logistics community to be of use. (It’s also what ALAN is all about.) R esist the urge to self-deploy or to participate in product collection drives. Although the intention behind these drives is good, they often create more challenges than they solve, including adding more products to a supply chain that is already under tremendous strain. The same holds true for just packing up a truck and heading down to a disaster-impacted area, because that could get in the way of first responders who are working to save lives. If you’re looking for a tangible way to engage your employees in hurricane relief, pick a humanitarian organization like ALAN or one of the many humanitarian groups ALAN supports and collect money for it instead. Such donations will be much more useful and efficient. And unlike many post-disaster product donations (which often end up in landfills), they will not go to waste. M ake frequent visits to ALAN’s Micro-Site at https://www.alanaid.org/operations/. During disasters, it serves as the centerpiece of our active relief efforts. Among other things, it includes a wide variety of links and resources to keep you in the loop. Just as important, it provides the latest details about what ALAN is doing, and how members of the logistics community can help.
Monthly Leasing and Finance Index: July 2019
The Equipment Leasing and Finance Association’s (ELFA) Monthly Leasing and Finance Index (MLFI-25), which reports economic activity from 25 companies representing a cross section of the $1 trillion equipment finance sector, showed their overall new business volume for July was $9.4 billion, up 15 percent year-over-year from new business volume in July 2018. Volume was down 5 percent month-to-month from $9.9 billion in June. Year to date, cumulative new business volume was up 3 percent compared to 2018. Receivables over 30 days were 2.0 percent, up from 1.70 percent the previous month and up from 1.90 percent the same period in 2018. Charge-offs were 0.37 percent, up from 0.33 percent the previous month, and up from 0.31 in the year-earlier period. Credit approvals totaled 75.7 percent, down from 77.0 percent in June. Total headcount for equipment finance companies was down 2.3 percent year-over-year. Separately, the Equipment Leasing & Finance Foundation’s Monthly Confidence Index (MCI-EFI) in August is 58.9, up from the July index of 57.9. ELFA President and CEO Ralph Petta said, “Despite early warning signs of a much-discussed economic downturn, a representative sample of companies in the equipment leasing and finance industry report strong mid-summer origination activity. While credit quality in these portfolios is something to monitor carefully, business owners continue to invest in productive assets to grow their businesses and increase operational efficiency.” David Normandin, President and CEO, Wintrust Specialty Finance, said, “MLFI data illustrates that following a slow Q1, the market appears to have stabilized with a strong Q2 and July continued that result. While there was a slight seasonal volume decrease in July from June, it was significantly less than the last two years for the same period. At the same time, the market is experiencing a slight uptick in delinquency but charge-offs remain low. Credit quality is an increasing focus of risk professionals. In spite of relentless political rhetoric, stock market volatility and trade war concerns, the U.S. economy remains solid and demand for equipment finance is strong.”
Pettibone X-Series Service School offers hands-on training for Dealers
Pettibone/Traverse Lift, LLC has launched a new X-Series Service School program to provide live, in-person machine training opportunities for members of its dealer network. Hosted by Pettibone dealers at various regional locations, the service school is specifically focused on Pettibone’s next gen X-Series Extendo and Traverse telehandlers. The X-Series Service School consists of one-day sessions that cover product information in a classroom style setting, in addition to hands-on training with the machines. Trainings are led by Brian Anderson, a senior service technician who’s been with Pettibone for 13 years. Topics include an overview of hydraulic system and components, and tutorials on servicing the booms for all X-Series telehandlers and the traversing carriage found only on Traverse models. “We try to do as much training as we can in the field,” said Anderson. “Our parts and service department team works hard to deliver personalized support for all our dealers and customers, and the X-Series Service School is another piece we’ve added to enhance the experience for those responsible for maintaining or operating Pettibone equipment.” Recent training days were held at Pettibone headquarters in Baraga, Michigan, for the Midwest region and at Power Pro Equipment in New Holland, Pennsylvania, for the Northeast region. Upcoming X-Series Service School sessions are scheduled for September 10 at ARDCO Equipment in New Iberia, Louisiana, for the Southern region, and on October 8 at Landmark Equipment in Portland, Oregon, for the Western region. Pettibone/Traverse Lift, LLC is part of the Pettibone, LLC Heavy Equipment Group. Founded in 1881, Pettibone has been recognized as the industry leader in material handling equipment since the company revolutionized the industry with the first forward-reaching, rough-terrain machines in the 1940s.
American Logistics Aid Network (ALAN) announces new Board Members
The American Logistics Aid Network (ALAN) today announced the following additions to its board of directors. Mark Cabrera, CEO of Saddle Creek Logistics Services Brent Hutto, chief relationship officer at Truckstop.com author Robert O. Martichenko, CEO of LeanCor Supply Chain Group Tim Osmulski, director of the supply chain and logistics segment at The Raymond Corporation Natalie Putnam, chief commercial officer at Verst Logistics Elijah Ray, executive vice president of customer solutions for Sunland Logistics Solutions Roger W. Woody, founding partner of NaviChain Consultants, and retired executive lecturer and director of the Supply Chain Management Center at the University of Kansas’s School of Business. They join longtime returning board members Mark E. Richards, Richard Sharpe, Cheryl Harrity, Ian Wright, Penelope Menzies and Michael Gardner in forming the core of ALAN’s leadership team. “A humanitarian organization can only be as strong and successful as the leaders behind it, which is why we’re elated to welcome these industry all-stars to our board – all while also offering our thanks to our retiring board member, Clifford Otto,” said ALAN Executive Director Kathy Fulton. “We’re extremely grateful to each of these professionals for saying yes, and we’re looking forward to the new energy and ideas they’ll bring to the ALAN team.”
One-day Dealer Conference special offer – Send your co-workers for only $99 each
Material Handling Wholesaler officials have added a special incentive to bring more employees from each dealership to the One-Day Dealer Conference on Thursday, September 19th in Rosemont, IL. The special pricing that is effective immediately is when you purchase one registration at the regular rate, all additional attendees receive a special price of $99 each. “We were asked about a special price for dealerships bring multiple key leaders (sales managers, parts managers and CFO’s) from one company and we decided it really made sense to it.” said Wholesaler General Manager and Publisher Dean Millius. ” When people hear about all the topics we covered and the great ideas talked about after the conference many dealers will think I should have gone.” added Millius. Wholesaler monthly columnists Garry Bartecki and Dave Baiochhi are key architects of the One-Day Dealer Conference. Baiochhi will address the dealer aftermarket offerings, dealer field-based technician autonomy and customer service while Garry Bartecki will be the moderator of the conferences Rapid Fire Discussions that tackles taxes and accounting requirements, leasing recognition rules, Exit Strategies and understanding fiduciary responsibilities. “This conference is going be incredible and if you attended a conference that tackles this much learning you would be attending a week long conference costing thousands of dollars!” said Wholesaler Bottom Line columnist Garry Bartecki. “For those attending this conference they definitely will get their moneys worth.” said Bartecki. The Dealer One-Day Conference will be held at the Wintrust Financial Corporation building in Rosemont, Illinois across from O’Hare Airport in the Chicago area on Thursday, September 19th. To review the Dealer Conference agenda, please click here. If you have additional questions or want to register for the One-Day conference, go to www.dealer-conference.com. In order to receive the $99 additional employee special offer click here.
Early-bird discount for One-Day Dealer Conference nears
If you have been putting off registering for the One-Day Dealer Dealer Conference in Rosemont, IL on Thursday, September 19th you may want to circle this date on your calendar. When you register for the One-Day Dealer Conference by August 31st you will save $100 per registration. After that the registration will be $499. “At this conference designed with reader and industry leader input will touch on topics from dealer profitability in the parts and service departments to topics that will keep your company compliance with government regulations.” said Publisher and General Manager Dean Millius of Material Handling Wholesaler. “When you look at the agenda you will wonder how we are going to fit everything into one-day!” Millius added. Wholesaler monthly columnists Garry Bartecki and Dave Baiochhi are key architects of the One-Day Dealer Conference. Baiochhi will address the dealer aftermarket offerings, dealer field-based technician autonomy and customer service while Garry Bartecki will be the moderator of the conferences Rapid Fire Discussions that tackles taxes and accounting requirements, leasing recognition rules, Exit Strategies and understanding fiduciary responsibilities. “This conference is going be incredible and if you attended a conference that tackles this much learning you would be attending a week long conference costing thousands of dollars!” said Wholesaler Bottom Line columnist Garry Bartecki. “For those attending this conference they definitely will get their moneys worth.” said Bartecki. The Dealer One-Day Conference will be held at the Wintrust Financial Corporation building in Rosemont, Illinois across from O’Hare Airport in the Chicago area on Thursday, September 19th. To review the Dealer Conference agenda, please click here. If you have additional questions or want to register for the One-Day conference, go to www.dealer-conference.com. A early-bird discount of $399 per person is available until August 31st. The registration includes attendance to the conference, morning refreshments, mid-morning and afternoon snack, lunch and cocktails with appetizers.
Women In Trucking Association partners with OneDigital Health and Benefits
The Women In Trucking (WIT) Association recently endorsed a health insurance and employee benefits portfolio of options now available to members with two or more employees. The organization is working with insurance broker, OneDigital Health and Benefits, an industry-leading provider of employee benefits and human resource solutions to provide sales and service for its members. Services include highly rated, well-recognized insurance carriers, to include; Group life, dental, vision, local doctors and hospitals, as well as additional options for voluntary benefits. Payroll administration options through Zenefits are now available as well to all interested WIT member companies though this relationship. “We know that many of our members do not have access to affordable insurance providers and others are looking for a resource that offers many options in one place. We’ve spent three years looking for ways to offer these benefits working with our insurance broker-consultants Aon, who led us to a nationally recognized insurance platform and industry leader, OneDigital,” said WIT President/CEO Ellen Voie. The Women In Trucking Association will now offer its members a resource to provide viable employee benefits and related administrative options at a high-quality level. “Women In Trucking Association is not in the insurance business, we are in the member representation business. We see employee insurance benefits solutions like this as a direct way to help our members succeed.” Voie added. Member companies have the option at any point in the year to learn more about these new benefits by requesting a quote from One Digital. WIT will also be hosting a free webinar on the topic on September 19 at 11:00 am Central. Register at https://www.womenintrucking.org/wit-webinar-series.
Toyota Logistic Design Competition 2020 open to U.S. Students for the first time
This year’s competition focuses on baggage handling solutions for airports For the first time ever, the formerly European Toyota Logistic Design Competition is open to design students in the United States. Toyota Material Handling Europe is increasing focus on baggage handling at airports, and the company hopes to develop new solutions to address the billions of pieces of baggage being handled at airports around the world each year. Toyota is calling all design students and recent graduates (2019) around the world to come up with a solution to improve the logistics of baggage handling at airports. The competition seeks both partial and full solutions for baggage handling in the topics of baggage check-in, baggage drop, baggage transport to the terminal, baggage transport to the aircraft and/or baggage arrival at its destination. “We feel baggage handling at airports is in need of a major makeover,” says Magnus Oliveira Andersson, Head of Design at Toyota Material Handling Europe. “Staying in touch with and listening to young designers is crucial to our success as a design studio. Change is, as they say, the only constant.” Baggage handling: Can you make it fly? The competition opens now and welcomes all submissions that reflect the Toyota heritage and brand. The deadline for entries is October 22, after which a panel of professionals working around design and innovation within Toyota (such as Toyota Material Handling, Vanderlande, and Raymond) will evaluate all submissions and determine the finalists. All finalists will get feedback from the panel toward the end of November and a chance to rework their proposals for the final panel session. Experts and industry leaders will make the final decision and select the winners of the competition. Finalists will be invited to the award ceremony in Sweden and will have their work exhibited at the Hannover Messe in Germany. Additionally, they will be awarded with cash prizes and have the opportunity to apply for a six-month paid internship at the Toyota Material Handling Design Center. To find more information and enter the competition, visit the Toyota Logistic Design Competition page.