FedEx on ecommerce: Making social media work for SMEs
In todays super-connected, always-on era, businesses of almost any size can reach...
By Dr Karen M. Reddington, President of FedEx Express Asia Pacific
In today’s super-connected, always-on era, businesses of almost any size can reach markets and customers beyond their borders with unprecedented ease. For many SMEs, the rapid growth of cross-border ecommerce, tipped to be worth $2 trillion this year in the B2C space alone – makes the opportunity too valuable to ignore.
Aaron Levie, the CEO and co-founder of Box, a cloud-based online storage company in San Francisco, said: “A manufacturing start-up in Boston can connect with a previously impossible-to-reach supplier in China; a marketing agency in New York can instantaneously collaborate with a client in London; a services firm in France can have software developed in India "
In many respects, technology acts as the great leveller, opening up global trade that was once the exclusive preserve of large multinationals. SMEs on eBay are almost as likely to export as large businesses, for example. However, SMEs still have to grapple with challenges that their larger competitors don’t face]. Servicing a global customer base means overcoming problems such as time zones, and language and cultural nuances. Small businesses rarely have the time or resources to invest in outsourced customer service support, and some are finding it more efficient to serve customers via social media platforms: one LinkedIn study from 2014 revealed that 81 percent of North American SMEs use social media.
Without the large dedicated digital and social media team that many large brands have, even this can seem daunting. However, a few simple tips can generate results for SMEs that invest the necessary time and effort.
Build a following. The most finely-honed messages and beautiful content won’t have much impact if only two dozen social media ‘followers’ ever get to see it. Companies that move into social media need to ensure that they have a sufficient base of followers for their social platforms to be an effective channel. UK-based online gaming company Betfair.com achieved this by establishing an active Twitter presence in 2009 with frequent updates on a wide variety of sports and witty, creative content that is relevant to its followers (who today number almost 120,000 people). Building a following may mean subsidiary investments – for example, in advertising. LinkedIn, Facebook and Twitter all allow companies with small budgets of just a few US dollars per day to advertise through suggested posts, recommended followers and other means.
Remember, you’re the newbie! Penny Power, author of the UK’s Digital Business Britain Manifesto and founder the Digital Youth Academy, said: "If you'd just moved in to a town or village, you wouldn't open the door of your new local pub and shout that you're a plumber or an architect and people should give you business. You'd join in with what was going on around you, chat to people and let them know what you do, so they know about you when they need your service. It's exactly the same in social media.”
Existing online communities such as Facebook pages, LinkedIn communities or Twitter hashtags in the markets a company is trying to penetrate may provide the footholds it needs to build a following among customers in new markets.
This was the experience of Herschel Supply Co, a Canadian manufacturer of backpacks and outdoor goods. By taking the time to learn about each social platform, the company was far better-positioned to appeal to followers on each. “Different social networks attract different audiences,” said Allison Butala, Herschel Supply’s social media manager. “Our Instagram account attracts aspiring photographers; our Pinterest following caters more towards females; Twitter attracts those interested in our product releases and news stories. Knowing this, we share relevant content and grow distinct communities.”
Quality, not quantity
A few thousand followers who are genuinely won over by your offering are far more valuable than hundreds of thousands who ‘liked’ a Facebook page simply to take part in a promotion. Build a reputation for real expertise by researching the people and issues that have the biggest influence in the markets your company is targeting. Use the tone and manner of your status updates to position your company as having the same attributes customers would value in a real person – think friendliness, approachability or a sense of humour. These steps will help your company to develop a distinctive social media ‘voice’ and stand out from the crowd.
Find out what works through constant monitoring
There’s no substitute for experience, so you need to ensure you’re monitoring the results of your engagements with social media followers. A number of free tools will help you do this. For example, Socialmention.com is an online platform that provides real-time social media search and analysis. It can trawl the internet for mentions of your business or products. Tools like this quickly help you to develop a feel for what tactics work best. Christy Ng, founder of Malaysian shoe design SME Christy Ng Shoes, has two dedicated members of staff to manage the company’s presence on Facebook, Instagram and Pinterest. “We do all our social media management in-house from monitoring and listening, to deciding what content will be engaging for our followers,” she says. “For example, a lot of content is pictures of our products, because we know that that’s what our customers want to see.”
Ultimately, social media is not an end in itself; the real yardstick of success is how much business is coming in. But by learning from the experts, making a conscious commitment to social media as a sales or customer service channel and leveraging their inherent flexibility and adaptability as small organizations, SMEs can get it right and reap the benefits.
EU and US agree end to Airbus-Boeing supply chain tariffs
The EU and US have agreed to resolve a 17-year dispute over aircraft subsidies, suspending tariffs on billions of dollars' worth of goods that have plagued procurement leaders on both sides of the Atlantic.
Under an agreement reached by European Commission Executive Vice-President Valdis Dombrovskis and US Trade Representative Katherine Tai on Tuesday, the tariffs will be halted for a period of at least five years.
It will bring an end to punitive and disruptive levies on supply chains that have little to do with the argument, which became embroiled in the trade battle. Businesses on both sides of the dispute have been hit with more than $3.3bn in duties since they were first imposed by the US in October 2019, according the EC.
The US imposed charges on goods upto $7.5bn in response to a World Trade Organisation ruling that judged the EU’s support of Airbus, its biggest aircraft manufacturer, unlawful. A year later in November 2020, the EU hit back. The WTO found the US had violated trade rules in its favourable treatment of Boeing, and was hit with EU duties worth $4bn.
In all the tariffs affected $11.5bn worth of goods, including French cheese, Scotch whisky, aircraft and machinery in Europe, and sugarcane products, handbags and tobacco in America. Procurement leaders on both sides of the fence were forced to wrestle with tariffs of 15% on aircraft and components, and 25% on non-aircraft related products.
Boeing-Airbus dispute by the numbers
- The dispute began in 2004
- Tariffs suspended for 5 years
- $11.5bn worth of goods affected by tariffs
- $3.3bn in duties paid by businesses to date
- 15% levy on aircraft and 25% on non-aircraft goods suspended
Both sides welcome end to tariffs
European Commission President Ursula von der Leyen branded the truce a “major step” in ending what is the longest running dispute in WTO history. It began in 2004.
“I am happy to see that after intensive work between the European Commission and the US administration, our transatlantic partnership is on its way to reaching cruising speed. This shows the new spirit of cooperation between the EU and the US and that we can solve the other issues to our mutual benefit,” she added.
Both aircraft manufacturers have welcomed the news. Airbus said in a statement that it will hopefully bring to an end the “lose-lose tariffs” that are affecting industries already facing “many challenges”. Boeing added that it will “fully support the U.S. Government’s efforts to ensure that the principles in this understanding are respected”.
The US aerospace firm added: "The understanding reached today commits the EU to addressing launch aid, and leaves in place the necessary rules to ensure that the EU and United States live up to that commitment, without requiring further WTO action."
This week’s decision expands upon a short-term tariff truce announced in March this year. The EC says it will work closely with the US to try and further resolve the dispute, establishing a Working Group on Large Civil Aircraft led by each side’s trade minister.
Airbus last month signalled to suppliers that post-pandemic recovery was on the horizon, telling them to scale up to meet a return to pre-COVID manufacturing levels. “The aviation sector is beginning to recover from the COVID-19 crisis,” said Airbus chief executive Guillaume Faury, adding that suppliers should prepare for a period of intensive production “when market conditions call for it.”