DILEMMA

RBW Logistics was competing for business across two markets — Augusta and Savannah — with no unified digital strategy, no consistent brand voice, and no structured channel between leadership and the creative team producing its materials. Growth depended on winning more RFPs, but the company had no system for generating the visibility and trust that produce them. In third-party logistics, where competitors compete largely on capability lists and rates, RBW had no articulated reason for a client to choose it.

OBJECTIVE

Build the digital infrastructure and brand narrative to increase RFP volume and business development opportunity — a repeatable system, not a campaign — while establishing a working channel between management and the creative function.

MY ROLE Digital Marketing Strategist | Content Strategist | Digital Analyst

CAPABILITIES LEVERAGED Digital Lead Generation Strategy (Digital Strategy, Social Media Marketing, Lead Nurturing Campaigns, Voice of Customer — Enterprise NPS System, CRM — Digital Content, Digital Analytics, Web Management)

PROCESS

Finding the actual differentiator. Customer and SME interviews surfaced what genuinely drove RBW's client relationships, and it wasn't capability or price — it was trust built person to person, between specific people at RBW and specific people at the client. In a category where every competitor markets the same capabilities, that was the one thing RBW couldn't be copied on. The decision was to compete on service differentiation rather than specifications: RBW was different because of the sweat equity of its people, and their curiosity and creativity in solving logistical puzzles. That became the strategic spine of the work — The Power of Our People.

Building the acquisition system. The narrative was operationalized through HubSpot as an integrated inbound system rather than disconnected tactics — blogging, social, SEO, paid search, and a lead-nurturing email program, each feeding the same pipeline and measured against it.

Producing the narrative. A four-part brand video series carried the story into a form the sales organization could actually use — storyboarding, scripting, filming, and post-production, alongside wireframe design for the supporting web experience.

Web infrastructure. Product-managed the website redesign for Records Management Center, an RBW business unit, bringing it into the same brand and content system.

Listening infrastructure. An enterprise NPS program and CRM were established to make customer sentiment continuously visible — the second stage in the Voice of Customer thread that runs from Auben's informal listening through to CareScout's enterprise VOC strategy.

TENSIONS NAVIGATED Third-party logistics is a crowded, highly competitive market, with providers vying for the large contracts capable of materially changing a company's revenue trajectory. Breaking out of that pack was the whole problem. Competing on specifications meant competing on the same ground as everyone else, where the largest operators hold the advantage. The decision to compete on service differentiation instead — to make the people the argument — was a deliberate bet against the category's default, and it required committing the brand to something harder to prove than a capability list but far harder for a competitor to replicate.

RESULTS

• 30% growth in website traffic in the first year; 65% growth in blog traffic

• 35% open rate and 12% click-through rate on the lead-nurturing email program

• Contributed to closing a three-year, $1.2M logistics services contract, and supported a four-year, $55M proposal to Mercedes-Benz

• Two industry recognitions earned during the program: Food Logistics' Top 100 3PL & Cold Storage Providers, and Augusta Economic Development's Industry of the Year

• A standing NPS and CRM capability where none had existed — customer sentiment made continuously visible rather than inferred