REACCCT Magazine

PERSPECTIVES FROM THE EFW EXPERIENCE

WHAT UNLIMITED CAPACITY MEANS FOR YOU

INAUGURAL ISSUE 2020

LOGISTICS LOGICALLY PERFECTED Putting employees first

CUSTOMIZATION TO THE NTH DEGREE 4 Generations of Financial Stability ALSO Industry innovations Technology breakthroughs

Fleet power.

Welcome to EFW and Our Core Values.

Where the rubber meets the road.

In today’s fact-paced and ever-growing globally-centric world, dependability and trust are key. And when it comes to facilitating your cargo and big and bulky deliverables with the utmost attention and meticulous care, Estes

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In this, our inaugural edition of

Employees are like family, living by the golden rule

the people and philosophies that make our company great — and why Inc. magazine has recognized us as outstanding.

The EFW Experience that differentiates our company from every other freight forwarder can be summed up in four strategic attributes: Capacity, Longevity, Process, Reputation.

A Appreciation for the opportunity to serve

C

invitation to reach out to me at any time for more information.

Customers in return living by the Golden Rule

Sincerely yours,

C

Please enjoy our story in the following pages and accept this

Get the EFW Experience.

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Relationships with our clients, partners, and each other is everything

Forwarding Worldwide is here for you.

REACCCT, allow us to introduce you to

The EFW Truckload Brokerage Team handles anything and everything, focusing on roadrelated customized transportation solutions and personalized service. With an expansive network of independent North American partners, and direct access to one of the nation’s largest fleets through parent company Estes Express Lines, EFW customers rest easy knowing that regardless of their need, the Truckload Brokerage Team can deliver, even at a moment’s notice.

R

Carrier Partners who deliver our customized solutions

Jody Bucher Director of Marketing Jody.Bucher@EFWnow.com 804-495-3819

C Commitment to consistently exceeding client expectations

T Teamwork is Job One

ESTES FORWARDING WORLDWIDE 100 GATEWAY CENTRE PARKWAY SUITE 210 RICHMOND, VA 23235 855-433-9669

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EFW at a Glance.

Our Vitae

Recognizing an underserved need, Estes Forwarding Worldwide (EFW) was founded in 2003 by Scott Fisher, EFW’s President and CEO as a wholly owned

O U R ENTERPRISE STATS

subsidiary of Estes Express Lines. Known then as Estes Air, the company

2003 founded

400 employees

$ 225

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U.S. regional offices

surpassed $500,000 in the first four months of business. EFW is now one of the leading domestic and international freight forwarders in the United

million-dollar company

660,000+

freight, and home delivery. EFW boasts unrivaled capacity with extensive

0

shipments annually

States specializing in customized logistics solutions via air, ground, ocean North American and global coverage, unsurpassed service capabilities

debt free organization

through a hybrid transportation network, and unique backing by Estes Express Lines. This is one of the company’s biggest differentiators.

At EFW, the golden rule is our guiding principal. The entire ES T E S E X P R E SS L I N E S PA R E NT C OM PA NY A FFILI ATION PROV IDES AC C ESS TO:

organization is committed to creating an environment that treats customers, partners, and each other the way they would want to

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offices and terminals

$ 3.3

billion in annual revenue

27,707 trailers

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7,500

generations/family owned

employees

8,100 drivers

be treated. The deeper level of care applied to every engagement and interaction has helped define the EFW Experience and is a testament to our desire to exceed expectations and foster strong relationships that stand the test of time.

85

years of operational expertise

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C A P A C I T Y

Capacity.

We Never Say Never.

EFW has partnered with 10,000+ carriers to bring customers the capacity they demand and the choice they deserve. Our connection to our parent company, Estes Express Lines, provides access to 230+ terminal locations, 27,000+ trailers, and 8,000+ drivers.

10,000+ carriers

In 2019 alone, EFW delivered more than 660,000 shipments, which included 496,665 e-commerce home deliveries.

230+ terminals

27,000+ trailers

8,000+ drivers

496,665+

e-commerce shipments delivered

Our support for brands that specialize in critical natural disaster relief efforts is a testament to our guiding principles.

660,266+ total shipments in 2019

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Capacity Great Enough for the Biggest Commercial Events in the World.

C A P A C I T Y

Whether it’s the hub of Times Square, the busiest part of the Las Vegas strip, the Super Bowl or PGA Golf Tournaments, EFW is there — in a big way.

Shipments supporting events like the Super Bowl or Final Four often involve items that are

Meticulously crafted.

Flawlessly executed.

custom and made-to-order. In addition, timelines are typically very tight between the time the two teams participating in the Super Bowl are announced and the required delivery date of the finished product. A transportation partner who is able to respond quickly, remain flexible, and provide unlimited capacity to handle whatever the situation demands is essential.

Case in Point “Our project for the 2019 Final bluemedia® is the premier decor,

Four at U.S. Bank Stadium in

fabrication, and technology execution

Minneapolis was epic.

company for venues and experiential

We had to get multiple pallets to the

activities. With an event résumé that includes the Super Bowl, the NCAA Final Four, and Pebble Beach Golf Tournament, bluemedia’s shipping needs are unique and time sensitive.

Logistics Solutions for Broadcast and Media.

With over 20 years of experience serving the media and broadcast industries, our dedicated team of experts understands the nuances of live broadcast and events. Our solutions are carefully crafted, meticulously mapped, and flawlessly executed with the specificity and attention to detail your event demands. Broadcast and media logistics aren’t just something we do. We live and breathe it. And we do it better than anyone else.

• Same, Next, or 2-5 Day Service • International Door-to-Door • Customs Clearance including Carnets • 1 lb. Shipments to Truckload • Concierge-Level Communications • Onsite Presence Upon Request

stadium within a short time window in order for the project to get completed on time. The fact is, the games could not be played in the stadium if our task of darkening the

For the Final Four, EFW facilitated the

stadium ceiling was not achieved.

delivery of new, $4.6 million curtains

Naturally, there was a blizzard in

needed to block the sun at the U.S.

the area during shipping. EFW got

Bank Stadium. bluemedia’s custom

the truck to our office on time to get

EFW solution included truckload

loaded, and the driver managed to

brokerage services, for which the

get the truck to the stadium without

team executed a flawless round

a hitch. And they kept in touch

of trucks from Phoenix to

with us throughout the trip.

Minneapolis, Minnesota.

Great service from an exceptional partner.”

Jared Smith,

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CEO, bluemedia®

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C A P A C I T Y

Enhanced Capacity via Cutting Edge Technology.

Just as our internal Leadership and Operation Teams are most critical to our performance and success, it is our host of Capacity Partners focusing on innovative, state-of-the-art technologies that provide harmonious synchronicity. Such as:

DispatchTrack, Dynamic Routing & Field Service Software Recognized as the Number 1 solution in the delivery logistics

Customer satisfaction.

We bring it home.

EFW’s HomeNOW service is devoted to e-commerce specializing in the delivery of big and bulky items.

Our dedicated resources, specialty teams, and services range from standard “To the Door” to “White Glove” delivery services. It’s no wonder we’ve been recognized by well-known, national brands receiving E-Commerce Home Delivery Carrier, Specialty Carrier, and Peak Season Carrier of the year awards.

WHEN YOU WORK WITH US, YOU CAN EXPECT: • A National footprint — direct to 50 states • 24/7 Customer Service Team • EDT/API connectivity • Proprietary TMS • Dedicated client portal • Net Promoter Program

Get the EFW Experience.

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industry, DispatchTrack processes over 85,000 deliveries a day. Companies with fleet sizes ranging from one truck to several hundred trucks trust their deliveries to DispatchTrack to optimize their delivery operations, provide real-time visibility, and optimize customer communication.

• Automated Route Optimizer • Real-Time GPS & status updates

“We’re ringing in the 2020 new year with the most exciting industry technology in decades — DispatchTrack.

More than a fleet

• Digital Proof of Delivery with pictures

management

• Auto-attendant for order tracking

solution, it’s a

• Barcode Scanner integration

complete customer

• Invoicing & Driver Settlements • Customer Notification for time windows • Online order tracker • Direct import of data from your POS • Reservation System with capacity planning • DVIR, HOS, GPS device integration • Key Performance Indicators

management solution and one that even our customers are taking note of.”

Lucas Dooley, EFW’s Director of Pricing and Carrier Development

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E N H A N C E D C A P A C I T Y V I A C U T T I N G E D G E T E C H N O L O G Y.

Longevity.

Four Generations Strong.

Stability is key in the shipping business, and that includes financial stability. Since we were founded in 2003, EFW has grown every year, expanding our network to deliver better solutions to the customers we serve. We’re a wholly owned subsidiary of Estes Express Lines, Inc., the largest privately held transportation provider in the United States, which has been family owned for four generations. And as a debt-free company, you can count on us to be there.

Terazo API, Premier Tool for Applications Facilitations

Convey, Delivery Experience Management Solution

Terazo enables real-time access to critical data

Convey brings actionable insights and

empowering EFW and its customers to quickly

optimization of delivery networks netting

respond to issues, make accurate projections

top line growth while managing costs for

about shipment quantities, statuses, and

the EFW team. The DEM provides complete

locations, and improve efficiency by removing

visibility with real-time access to data about

the time it takes to manually request orders

last-mile deliveries for all teams — logistics,

and updates.

customer service, e-commerce operations,

The implementation of Terazo API has decreased internal development time for partner integration, allowing key retailers to engage EFW’s technology team in higher value conversations about overall system and data

L O N G E V I T Y

and digital experience. The platform provides actionable insights allowing teams to quickly identify, prioritize, and craft strategies to address delivery issues — both at the individual customer and network level.

quality improvements.

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Longevity.

This is How We Do It. If you take care of the customer, everything else takes care of itself. Over the years, we have realized that the better mantra was “if we take care of our employees, they will take care of our customers.1” That belief has grown our company into what it is today with revenues of over $200 million and a family of over 350 members. Today, we call it the EFW Experience.

Our vision is to treat everyone as you want to be

There is a strong link between a high NPS and

treated, and our mission is to deliver the EFW

increased customer satisfaction with increased

Experience by exceeding expectations each and

profitability. There is also a strong correlation

every time.

between employee satisfaction and a high NPS.

These aren’t just words, but the culture we live by and it extends beyond our employees to include both our customers and carrier partners.

Employees, customers, and carrier partners are just three of our core values with the others being relationships, appreciation, teamwork, and commitment.

Over recent years, there has been an evolution in Our vision is to treat everyone as you want to be treated, and our mission is to deliver the EFW Experience by exceeding expectations each and every time.

how major companies measure their performance in the eyes of their customers. Some of our nation’s most acclaimed organizations use a system called the Net Promoter Score, otherwise known as NPS, to judge performance and quantify satisfaction.

As part of these organizations’ supply chain, EFW is often provided with a Net Promoter Score based on surveys of our customers. The heart of NPS is

L O N G E V I T Y

If we always live by the golden rule and treat our clients, partners, and each other the way we would want to be treated, we are in fact creating the EFW Experience. By holding true to an environment that cares about people and delivering world class service, we will increase satisfaction and loyalty across the board.

We are so committed to this employee- and customer-centric culture that we created a position to lead it. Jay Ellis, our Director of the EFW Experience, is responsible for measuring satisfaction across numerous areas. Through consistently surveying all our customers, employees and carrier partners, we are able to use our NPS metric to quantity satisfaction and the EFW Experience. And we will publicize these results often so that we know where we stand, and where we can improve.

really simple — knowing whether your customers would recommend you to someone else.

Scott Fisher, CEO & President, Estes Forwarding Worldwide

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Longevity.

The Long Game.

Regardless of the business, EFW knows that it’s all about relationships and building ones that will stand and grow with the test of time. Companies and business allies on both sides will benefit by playing the long game — sticking with trusted providers, prioritizing strategic business relationships, and following “shipper of choice” and “carrier of choice” strategies that add credence and foundation to financial stability.

As an extension of the Estes family, now approaching its fifth generation of longevity in the industry, we would like to share this perspective on relationship building by Martin Zwilling,

L O N G E V I T Y

Founder and CEO of Startup Professionals, as shared on LinkedIn. “Unfortunately, people who are great at

“As part of my own efforts to maximize my

inventing things, and have high creativity,

relationship efforts, I found some concise

often don’t have strong interpersonal skills

business-oriented guidance in a new book,

or interests.

Born to Build, by Jim Clifton and Sangeeta

“As a mentor to aspiring entrepreneurs, I see a high level of frustration from people in this

“These executives from Gallup bring together

category who have personally developed great

their best data from business professionals

solutions but can’t make them into a business.

around the world, to offer the following

They don’t realize that running a business

strategies for stepping our relationship results

requires relationships.

up a notch:

“I strongly believe the talent to effectively build relationships can be learned, just like any other skill, even if you are an introvert like me. It does take effort and focus, just like learning other skills that you need to achieve objectives you have set.

Companies and business allies on both sides will benefit by playing the long game — sticking with trusted providers.

Badal, Ph.D.

“In business, you need to build relationships with a wide range of people, including investors, peers, employees, and of course customers.

1. Build new relationships by diversifying your networks.

“Force yourself to go beyond people in your immediate circle, and those you know well, to contact and nurture a real relationship with at least one supplier, a customer, and a competitor. The next step is to seek out relevant people from unrelated organizations, such as media and government.

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L O N G E V I T Y. T H E L O N G G A M E .

2. Give as much as you expect to get from every relationship.

6. Prune, renew, and reshape your networks frequently.

“Effective relationships in business require

“Nurture relationships critical to your organization

reciprocity — not a one-way half-hearted effort. Offer

carefully and often. Push contacts whose

and deliver help, connect people with each other, or

usefulness has diminished over time into your

share industry or nonprofit-sector information.

inactive network.

“Only then will you feel satisfaction and find others

“Regularly identify new relationships that are vital to

willing to respond when you need help.

the future of your business and define strategies to build these connections.

3. Selectively spend quality time on key relationships.

“Spend time with your most important customers, your most productive employees, and leaders who can make the most difference to your organization.

These relationships will generate returns in the immediate future and in the long run. Avoid the trap of idle discussions and ego building.

Focus on your event, not the shipping.

4. Keep your focus on the local social and business landscape.

“Pay attention to bonds, loyalties and networks that characterize your community. Recognize the norms,

“More relationships are not always better. Highly successful business leaders don’t necessarily have larger networks. Be selective about the associations you form, listen carefully for situations where you can add value and derive value, and prune the rest.

“Over-investment in relationships can take precious time away from focusing on the technical elements of your business. Invest your time wisely in balancing the demands of market awareness, new technologies, and future organizational strategy.

“Sometimes strong relationship networks can shut

the people you need.

out new people and new thinking, insulating you

“This will help you form a durable and business interests.

5. Apply your time, brand, and resources to key social issues.

from fresh input from the ‘outside.’ Introducing new elements into your network will generate new perspectives, new experiences, and positive change.

“Overall, the breadth and depth of your relationship networks is more critical to your business success than your ability to define and build the

“Build a constituency of relationships with people

perfect solution.

who have shared beliefs, interests and ambitions.

“These relationships empower you to confidently

Collaborating with them on solving shared social

• Expedite • International • Specialized Services • Full Truckload & Door-to-Door Standard LTL

building efforts:

values and preferences that shape the behavior of

effective network that you can maximize for your

Whether you’re planning a trade show, convention, or corporate meeting, when you work with EFW Exhibit Services, you can count on your exhibit arriving at the right place, at the right time, in perfect condition.

With complete end-to-end services including storage and our on-time arrival guarantee, your dedicated team will ensure you always put your best foot forward.

“I do offer some points of caution in all relationship-

problems will turn them into engaged advocates of your business and make them your most powerful allies in building other relationships.

and aggressively take risks, continually innovate and recover from losses and setbacks along the way.

Your business is a community, not an island. You can’t run it alone.”

Get the EFW Experience.

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Longevity Ensured by Putting Employees First.

Shared on LinkedIn by Sharon Fishburne, Sharon Fishburne Consultancy®

“Customers always comes first. They’re the most important people. Without them we’re nothing. This is business 101. It’s the first lesson we all learn and, no matter how large or small, it’s the one that drives almost every aspect of our company.

“Customers have never been more powerful. They can give us instant feedback on review sites and social media, and they’re more demanding than ever before.

Customers today have high expectations and much greater choice. Online shopping and disruptive services have created a culture that is firmly focused on personalization and customer-centricity.

“But what if we turn the ‘customer first’ mantra on its head? Here are four good

L O N G E V I T Y

reasons why you should consider ditching conventional wisdom and putting your employees first.

#1: You need new trust, ideas, and innovation to stay ahead.

“Competition is fierce in every sector. Customers and clients have enormous choice and their buying habits are changing. To compete effectively, you need to draw on the knowledge and experience of every single person in your business. You need new ideas that can help you innovate to stay ahead of your competition.

“One way to do this is to put your employees first.

Share your thoughts on the business, listen and learn from them and bring them into the decisionmaking process. For this to work there must be trust on both sides, and right up to the top. In fact, Employees come first.

When you take care of your employees, they will take care of your customers.

61% of employees say trust between them and their senior management is very important to job satisfaction, according to the Society for Human Resource Engagement.

“This has three immediate effects: First, you’re telling them that you trust and value them.

Secondly, you’re giving your employees the permission to voice their ideas about the way the business works and its future direction, and finally, you’re giving them the power to go out and change the way they do things.

#2: You need motivated employees who go the extra mile.

“Strangely, motivation is not all about money.

According to the recruitment firm Hays, 71% of employees would take a pay cut to secure their ideal job. The key here is to ensure that it’s you that’s giving them their ideal job. Employees who know that they are valued, supported, and feel part of the drive to grow a company will go to extraordinary lengths on behalf of the business.

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L O N G E V I T Y E N S U R E D B Y P U T T I N G E M P L O Y E E S F I R S T.

When it comes to International shipping, we’re fluent.

“Businesses where employees have a shared mission, values, and purpose are nine times more likely to have high customer satisfaction, according to a study by LRN. The American Psychological Association found that 91% of workers say they feel motivated to do their best when they have leadership support.

“Many large-scale employers like Philip Day, owner of Edinburgh Woollen Mill, think the same way: ‘Invest in your employees and the future of your company. Think about the long term and do not get distracted by short-term profits. Your employees and their jobs are more important than anything else.’

#3: You need to retain the best talent to be successful.

“According to a recent study by the Work Institute, it can cost 33% of a worker’s annual salary to hire a replacement if an employee leaves, and it can cost up to 150% of a mid-level employee’s annual salary. But money aside, when you lose a talented employee, you’re losing their experience and skills, the worth of which can be incalculable.

“Putting the needs and voices of your employees first can help you retain the best talent. According

The world is our marketplace.

From air carriers and ocean liners to customs checkpoints, EFW’s international logistics expertise — along with a strategic global partner network — will ensure swift, secure travel each and every time.

to The Deloitte Millennial Survey 2017, employees who feel their jobs have meaning, or that they are able to make a difference, exhibit greater levels of

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“When you put your employees first, you’re actually improving your levels of customer service and loyalty. According to a study by online software provider Cvent®, customer retention rates are 18% higher on average when employees are highly engaged.

“Highly engaged employees with the power to enact change have the psychological freedom to provide exceptional personal service. They are not constrained by strict rules governing how they approach each customer, they know they are trusted by the company and feel able to use their experience and interpersonal skills to adapt to each situation.

“This approach to customer service is supported by many of the UK’s leading businesspeople. Andrew Nisbet, the founder of Nisbets, says: ‘Focus on

L O N G E V I T Y

delivering your customers the best service possible, and most other things will follow. Stay alert, and constantly re-evaluate the basics. Ultimately, trust your team and give them your full support.’

“The customer first ethos made sense 10 years ago. But not today. Now we have to react fast, be agile and flexible to stay ahead. We need a constant stream of ideas and we must retain the best talent in the marketplace. Putting your employees first in a time of rapid change makes sense.”

loyalty. This is especially true when it comes to younger workers.

“This does not mean you need to invest in gym memberships, pool tables and wellbeing programs,

• End-to-End International Logistics • Air & Ocean Freight • Customs Brokerage & Border Services • Global Partner Network

#4: You need to deliver the best possible customer service.

though these added-extras are always welcomed.

Rather, it means giving them structured autonomy and power, and importantly, encouraging them to feed into your mission, direction, and values.

About the Author: Sharon Fishburne is a marketing consultant who specializes in helping SMEs take their businesses to the next level. An expert at marketing strategy, she previously worked at a number of the biggest global consultancies, including PwC®, advising multinationals on their expansion strategy. She saw the value that smaller local businesses could take from the process, too.

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Process.

Custom Crafted Solutions Just for You. EFW knows that the needs of each business are unique. Once we understand the scope of your project, our team goes to work consulting with specialty teams across our organization and tapping into our network of 10,000+ worldwide carriers to craft your custom solution — not one that must fit into a pre-set or predetermined process. From discovery, to design and implementation, to in-depth reporting and reviews, we will work hard to exceed expectations each and every time. It’s just how we do business.

P R O C E S S

Once we understand the scope of your project, our team goes to work consulting with specialty teams across our organization and tapping into our network of 10,000+ worldwide carriers to craft your custom solution.

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Process Perfection: A History of Innovations That Have Transformed Logistics and Trade.

Shared on LinkedIn and Facebook by Freight and Shipping Resource® reposted from Trade Finance Global®

“The logistics of international trade can be defined by three key processes: the movement of goods or services, the measurement of this movement, and the processing of what is being moved. Each one of these processes face significant

“It is frequently argued that containerization owes

innovation of the computer, which allowed

its significance in business history to its effect

for the translation of this data into knowledge

on reducing the cost of sea freight. Whilst it has

that could be utilized by the human operator,

certainly contributed to this reduced price (due to

meant leaner international production systems

reducing labor and insurance costs), the key cost

could be developed.

driver in shipping is the price of oil. When we look at the real cost of sea freight between 1960 and 1980 (figure 2) — the time period when containerization made its most prominent advances — we can see that there was no significant change in sea freight cost. This is due to a 950% increase in oil price over the same period that acted to nullify the impact of any cost reductions made.”

Information Processing Technologies “For the next innovation, we turn our attention to the Japanese car industry and their Just-In-Time

limiting factors when carried out on an international scale due to various

(JIT) manufacturing process. JIT production was

Fiber Optic Cables

geographical barriers (such as seas, mountains, and simply long distances).

a reconfiguration of the traditional manufacturing process that shifted the supply chain from being

“Born-globals are a recent phenomenon that can

“Therefore, the landscape of international trade as we understand it today has

forecast-driven to demand-driven. Such a seismic

been shaped by the innovations in logistics that have helped us navigate and

the information processing sector, in particular

shift was dependent on the innovations made in

overcome these limiting factors. This article will look at the three fundamental

the barcode. The introduction of the barcode into

innovations that have transformed logistics and international trade:

faster and more reliable tracking of materials as

containerization, information processing technologies, and fiber optic cables.

the supply manufacturing process allowed for the they moved around a production circuit. Without this increase in efficiency, the dynamic flows that are required for a JIT system would not be attainable.

Containerization “No innovation in business history is as important, yet simultaneously as undervalued, as containerization. What was initially considered to be a minor innovation, containerization turned out to be the single biggest driver of global imports and exports to date. When we look at the value of global exports (figure 1) we can see a direct link between the inaugural date of containerization, 1956, and the explosion of

be defined as a business that operates on a global basis from the outset. The key limiting factor that prevented the possibility of born-global firms was the inability to quickly and cost-effectively communicate transnationally. If the rapid movement of information and ideas between geographically dispersed nodes of a business is not possible, then internationalization of that business cannot occur. A business cannot exercise direct control in a host country if it cannot communicate with these

“It is crucial to recognize that the importance of the

foreign units.

barcode in the development of logistics is dependent

“The communication limiting factor was overcome

on the computer systems capable of processing the data that the barcodes provided. The combination of computing power with the barcode allowed managers to have a better knowledge of what is where within their supply chains. This knowledge is necessary in order for a JIT system to function as small disruptions within the process can lead to long delays in production. Therefore, the combination of the innovation of the barcode, which allowed data to be easily and cheaply tagged to items, and the

P R O C E S S

by large corporations at an earlier stage due to economies of scale. It was not until the drastic reductions in overseas communication costs, shown in figure 2, that small emerging firms were able to overcome this obstacle. Although submarine cables had existed for over 100 years already, it was not until the fiber-optic cable that the movement of information was quick enough to be of use in an internationally dispersed business.”

global exporting activity.

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The Process of Consistency in Branding Never Ends.

Shared on Forbes.com by William Arruda

“What would you think if you walked into a Starbucks® and the barista got your triple tall, half caf, iced, non-fat latte wrong? You’d probably say to yourself, ‘Firstworld problem,’ not fret too much and go about your day. What if you went to a different location the next day, and your order was mishandled once again? Part of the brand promise of Starbucks® is that you’ll receive a customized beverage that perfectly suits your palate and your diet, no matter how complex the details or your order are. How many times would you be willing to experience inconsistency before you switched to a different caffeine dealer?

“These days, competition for customers is fierce within most industries, even in fields like healthcare and utilities, which once seemed off-limits to marketing.

Branding is the key to differentiating yourself from the competition, but if you don’t build your brand promise around reality or consistently live up to it, your branding efforts are pointless. Brands are built through the consistent delivery of

P R O C E S S

the brand promise through all stakeholder touch points. It is the consistent, desired experience that builds trust and trust is the foundation for loyalty and promotion.

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THE PROCESS OF CONSISTENCY IN BRANDING NEVER ENDS.

“How authentic is your brand?

Is it aligned with reality?

Are you delivering your brand promise consistently?” v

“Yet many leaders are strangely resistant to

“Richard Branson, a brand name himself, evolved

upholding the brand promise in which they invested

from running a record label to running an airline,

so much time and treasure. Or, they lose sight of

with many other ventures along the way (including

the brand values as they focus on the day-to-day

travel to outer space on Virgin Galactic, ‘the world’s

activities of their team. It happens more often than

first commercial spaceline’). He has built a multi-

you think, and it happens because of the false

billion-dollar conglomerate around his values of risk-

belief that branding is simply about creating a

taking and adventure. People expect the unexpected

slogan and a logo that millions of people will

from him, but he remains consistent in delivering a

recognize and remember.

customer-centric, aesthetically pleasing, mega-cool

“Successful brands are based on authenticity, drawn

experience no matter the venture.

from real achievements, real strengths, and real

“How authentic is your brand? Is it aligned

emotions that are alive and well at all levels in the

with reality? Are you delivering your brand

organization. Too often, leaders hope that branding

promise consistently?”

can cover up or distract from a flawed system — that they can convince the world of something that’s not true if they throw enough money at it.

Consumers are smarter than that.

“Consistency is the key to successful branding. And consistency goes beyond the product itself. The brand promise must be clear with every interaction each stakeholder experiences. That means every part of the organization has a role to play in branding from research and development to finance to talent development.

“But being consistent doesn’t mean that you can’t change. In fact, consistency gives you a firm foundation for evolving into offering even more options for even more people. Once you have built a reputation through the consistent delivery of your brand promise, you have permission to evolve and expand.

P R O C E S S

About the Author: William Arruda is a personal branding pioneer, motivational speaker, founder of Reach Personal Branding and cofounder of CareerBlast®.TV. He is also the bestselling author of the definitive books on executive branding: Ditch.

Dare. Do! and Career Distinction. Passionate about how personal branding can inspire career-minded professionals to become indispensable, influential, and incredibly happy at work, he teaches his clients (major global brands and 20% of the Fortune® 100) to increase their success by infusing personal branding into their cultures.

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When it’s Showtime, That’s Our Go Time.

It’s easy to see why show and event producers love us. Leaving nothing to chance, our Logistics Solutions for Broadcast & Media cannot be paralleled. In short, understanding the unique time-sensitive needs of “show business” is also “our business.”

With each shipment so unique, clear communication and collaboration across all EFW teams involved in the execution of the delivery is critical. From operations to administration, our teams work together to ensure a flawless execution of each custom solution with zero defects.

And as the live video streaming industry takes off like a rocket, and “Social Media Lives” are not critical for enforcing the value of brand propositions, nothing can be left to chance with sets, props, lighting, cameras, and everything production-support related.

Our services include:

Expedite

Case in Point

• Next flight out

“Most recently our customer requested delivery

• Ground expedites

to a women’s college basketball tournament in

• Next-day air

Bimini, Bahamas. Our fast-to-act solution was

• Second-day air

to charter a Cessna 402 from Fort Lauderdale

• Time/day/delivery specific

to Bimini. EFW delivered on time and within the

Specialized Services • Concierge-level communications • Onsite event presence • Dedicated point of contact • Onsite event dismantling “on strike” support • Reverse logistics

International Services • International Door-to-Door • Customs brokerage services • Carnets including ATA carnets

P R O C E S S

budget for the event.”

Thomas Cross, Vice President, Broadcast and Media, Estes Forwarding Worldwide

“What can I say? They sell me sleep. I know even our toughest requests are going to get handled so I don’t have to worry.

EFW gets it where it needs to be, when it needs to be there. Period.”

Tommy Mann, Décor Production Director, bluemedia® 32

EM

P

Y LO

EE

ENGAGEMENT

Reputation.

It Must Be Well Earned.

Establishing and fostering a strong reputation is an ever-evolving process in business. Our reputation is backed by a full range of accreditations, and recognitions with a wide array of business awards.

To ensure industry-leading levels of client satisfaction and loyalty, we’ve implemented a formal Net Promoter Program of checks and balances, developed a team solely dedicated to the EFW Experience, which includes reputation management. We use the data collected to drive continuous improvement and

NIN

G

elevation of service.

EX

E C

UT IO

S T R AT E G Y R E

VI

EW

&

P

N LA

MARKETING N &

R E P U T A T I O N 34

The critical tool to help business do that is the Net Promoter Score® (NPS).

NPS is a management tool used to gauge and track the loyalty of a firm’s customer relationships.

Reputation Protection Insurance, Our NPS. Feedback in business is important. Acknowledging that feedback and reacting to it is mandatory for growth and continued success.

The critical tool to help business do that is the Net Promoter Score® (NPS).

NPS is a management tool used to gauge and track the loyalty of a firm’s customer relationships.

It serves as an alternative to traditional customer satisfaction research and is directly correlated with revenue growth. NPS has been widely adopted with more than two thirds of Fortune 1000 companies, including EFW.

This tool aims to measure the loyalty that

The NPS metric was developed by Fred

exists between a provider and a consumer.

Reichheld, Bain & Company and Satmetrix.

The provider can be a company, employer,

It was introduced by Reichheld in his 2003

or any other entity. The provider is the entity

Harvard Business Review article “One

that is asking the questions on the NPS

Number You Need to Grow.”

survey. The consumer is the customer, employee, or respondent to an NPS survey.

The NPS is calculated based on responses to a single question: How likely is it that you

An NPS can be as low as —100 (every

would recommend our company/product/

respondent is a “detractor”) or as high as

service to a friend or colleague? The

+100 (every respondent is a “promoter”).

scoring for this answer is most often based

NPS scores vary across different industries,

on a 0 to 10 scale.

but a positive NPS (i.e., one that is higher than zero) is generally deemed good, a NPS of +50 is generally deemed excellent, and anything over +70 is exceptional.

Those who respond with a score of 9 to 10 are called Promoters and are considered

R E P U T A T I O N

likely to exhibit value-creating behaviors, such as buying more, remaining customers for longer, and making more positive referrals to other potential customers.

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R E P U TAT I O N P R O T E C T I O N I N S U R A N C E , O U R N P S .

How likely is it that you would recommend our company/product/service to a friend or colleague?

The scoring for this answer is most often based on a 0 to 10 scale. v Those who respond with a score of 0 to 6 are

Companies are encouraged to follow the likely-

labeled Detractors, and they are believed to be

to-recommend question with an open-ended

less likely to exhibit the value-creating behaviors.

request for elaboration, soliciting the reasons for a customer’s rating of that company or product.

Responses of 7 and 8 are labeled Passives, and

These reasons can then be provided to front-line

their behavior falls between Promoters

employees and management teams for follow-up

and Detractors.

action. Local office branch managers at Charles

The Net NPS is calculated by subtracting the

Schwab Corporation, for example, call back

percentage of customers who are Detractors

customers to engage them in a discussion about

from the percentage of customers who are Companies are encouraged to follow the likely-to-recommend question with an open-ended request for elaboration, soliciting the reasons for a customer’s rating of that company or product.

the feedback they provided through the NPS

Promoters. For purposes of calculating the

survey process, solve problems, and learn more

score, Passives count toward the total number

so they can coach account representatives.

of respondents, thus decreasing the percentage of detractors and promoters and pushing the net score toward 0.

PROMOTERS

# OF PEOPLE WHO SCORED 9 OR 10

– DETRACTORS

# OF PEOPLE WHO SCORED 0-6

R E P U T A T I O N

x 100

TOTAL

# OF RESPONDERS

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How EFW Measures Customer Satisfaction and Loyalty

The Net Promoter Score (NPS) has become one of the most popular approaches to measure and improve customer service. v Experience by exceeding expectations each and every time. By leveraging technology and the

by CEO Scott Fisher

For three decades Scott has held several

availability of information, we are able to collect, analyze, and distribute valuable feedback on an ongoing, real-time basis.

executive positions within the transportation

We’re proud to be leading the adoption of the metric in the freight forwarding industry. If it’s

industry. Before the venture with Estes Express

important to our clients, it’s important to us.

Lines, he spent eight years as Vice President of Sales and Marketing with Lakeville Motor Express, which at the time was the Midwest regional partner of Express LINK. For several years, he also served as the Vice President of the Board of Directors for the Transportation Sales and Marketing Association (TSMA).

A graduate of the University of Wisconsin-Steven Point, he spent most of his life in the Midwest. He lives with his family in Richmond, Virginia.

His mantra: “Everyone has to find their passion in life; it is our responsibility to

Q: What are the keys to successful implementation?

A: As with anything, laying a solid foundation is key. Our NPS initiative has been fully embraced by our executive team and it was important to ensure that internally we had the right capabilities to be successful. Our Director of EFW Experience worked closely with the Owen CX Group founded by Richard Owen, the co-creator of NPS. We consulted with them on the right strategy to meet our goals, and the development of our program roadmap.

Cross-organization education has been a focus. We’ve invested in NPS Masterclass Certification for our executive team and department leaders, and all EFW employees have completed Net Promoter Program training. Building a common language and foundational understanding of customer experience strategy is important and we actively share program information and

help each employee discover what that is,” and, “If you take care of the customer

feedback with all of our employees on an ongoing basis.

everything else will take care of itself.”

More than just a score, the Net Promoter Program allows us to obtain valuable feedback, which we can build into our operating systems, address concerns and fuel innovation. It’s important then that your program’s analytics framework and ROI models are established. Reporting results, ongoing coaching, and the dedication to continuous improvement is key.

R E P U T A T I O N

Q: Why implement a Net Promoter Program?

A: The Net Promoter Score (NPS) has become one of the most popular approaches to measure and improve customer service. It’s a metric that a growing number of our clients are adopting to gauge not only customer satisfaction, but our performance. Along with recognizing the transformative business value these methodologies could bring to our organization, our Net Promoter Program directly supports our company’s mission statement – to deliver the EFW

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Q: How many of your competitors have implemented a Net Promoter Program?

A: To the extent that EFW has implemented a program? Though we’ve seen a few report scores, we aren’t aware. This is not a vanity metric for us. We are committed to our NPS Program. In fact, we’ve developed a team solely dedicated to the EFW Experience and our team and client journeys. We believe this information will help drive the evolution of the EFW Experience and fulfillment of our mission — to exceed expectations each and every time.

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More than just a score, our Net Promoter Program allows us to obtain valuable feedback, which we can build into our operating systems, address concerns, and fuel innovation.

This critical feedback directly supports our company’s mission to exceed expectations each and every time.

By leveraging technology and the availability of information, we are collecting, analyzing and distributing feedback on an ongoing, real-time basis. v

We are committed to this regimen and believe this information will help drive the evolution of the EFW Experience and the fulfillment of our mission.

All businesses must examine NPS data to answer two specific questions. #1: How are we performing?

#2: How do we improve NPS?

As with financial measures, NPS performance in

The most successful companies understand

an organization is a multi-dimensional question

that separating high impact actions from

to be answered; performance relative to time,

low impact defines the ROI of the program.

performance segmented through the lens of the

And those choices change dynamically as

organizational and product structure. Creating

performance improves.1

R E P U T A T I O N

a true, independent picture of NPS performance is essential.

1

Owen CX Group

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Unlimited capacity.

Customized solutions.

A team you can rely on.

DOMESTIC EXPEDITE

HOME DELIVERY

TRUCKLOAD BROKERAGE

EXHIBIT SERVICES As the premiere domestic and international freight forwarder in the United States, we take a personal approach to creating customized logistics solutions.

Whether it’s via air, ground, ocean freight, or home delivery, our craft is custom transportation solutions and our mission is to exceed expectations each and every time.

INTERNATIONAL SERVICES

Get the EFW Experience.

EFWnow.com BROADCAST & MEDIA Estes Forwarding Worldwide 100 Gateway Centre Parkway 855-433-9669

Suite 210

Richmond, VA 23235

EFWnow.com

CUSTOM SOLUTIONS

The EFW Difference.

Unlimited capacity. Customer centric. Longevity.

Trust. Client Centric.

And most of all, stability. Operational stability.

Financial stability. Partner stability.

Exceeding expectations each and every time.

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