Winning the B2B bid, then who to hand it over to?
Many logistics companies build their brand to persuade corporate clients, but forget that without drivers, there is no service.
The employer brand in logistics targets drivers and operational personnel, not business customers. These two types of brands use different channels, different messages, and are measured by completely different metrics. Companies that confuse them will win bids but fail to deliver.
A logistics company just signed a B2B contract with a large retailer. The new identity system has just been launched, the website has just been upgraded, and the capability profile is beautifully printed in color. Then they discovered they were short twenty drivers to operate the newly signed route. This is not an uncommon situation. This is a trap that many transportation companies are falling into without realizing it.
Two markets, two types of brands
In logistics, the company is actually operating in two completely different markets simultaneously. The first market is the business customer: shippers, importers, and e-commerce platforms that need a reliable transportation provider. The second market is the labor market: drivers, warehouse staff, and coordinators who need a stable workplace, clear income, and to be treated well.
The customer brand and the employer brand (the company's image in the eyes of employees) serve these two markets. They cannot replace each other. A luxurious website, a professional logo, or a case study about delivery reliability does not communicate anything to a driver who is considering whether to apply.
Why drivers are a bottleneck
Logistics costs in Vietnam account for about 16 to 17 percent of GDP, nearly double the global average of 8 to 10 percent (Vietnam Logistics Business Association, VLA, 2023). The industry is growing rapidly due to e-commerce, but that growth puts pressure on the direct operational workforce, not on the sales or marketing teams.
The driver is the one who determines whether the goods arrive on time. Whether the warehouse operates smoothly. Whether the corporate client will renew the contract. When there is a shortage of drivers, transportation capacity is limited, and all SLA commitments (service level agreements signed with clients) become a risk.
The message for drivers is completely different
When persuading shippers, the message revolves around reliability, on-time delivery rates, transparent tracking, and the ability to handle specific goods. These are the things that decision-makers care about.
When attracting drivers, the message must answer completely different questions. What is the actual income each month, not the maximum income stated on the recruitment poster? Is the driving schedule stable, or is there work today but not tomorrow? How is support provided when a vehicle breaks down on the road? Does the company view drivers as long-term partners or just temporary resources?
These questions are not answered by the brand identity designed for B2B conferences. They are answered by internal policies, fleet management practices, and what drivers say to each other when leaders are not listening.
A brand is not what you say about yourself. A brand is what others say about you when you are not in the room.
Jeff Bezos, often quoted in reputation management literature
Communication channels are different from the root
The customer brand needs to appear where decision-makers looking for logistics service information are: LinkedIn, industry conferences, sales emails, capability profiles, and professional websites.
The employer brand needs to appear in places where drivers and operational staff look for jobs: general job boards, Facebook groups by route and vehicle type, referrals from known drivers, and notice boards at parking lots. These are completely different channels, and most logistics companies do not invest systematically in them.
Measured by different metrics
The effectiveness of a customer brand is measured by the win rate, contract value, and recognition level within the target segment. These numbers are important, but they do not reflect the actual operational capabilities of the company.
The employer brand is measured by different metrics. What percentage of new drivers come through internal referrals rather than through advertising? What is the average time to fill a driver position when there is a demand? What is the turnover rate of drivers within the first ninety days? These numbers reflect the actual attractiveness of the company to operational workers, and they directly affect the ability to execute signed contracts.
Two brands, one business
This does not mean running two separate communication campaigns with a doubled budget. It means that when building a brand, you need to clearly identify who you are talking to in each specific moment.
A unified identity system can still serve both audiences if the messaging system is designed clearly. The message for business customers emphasizes shipping results and reliability. The message for workers emphasizes the work environment, actual income, and long-term stability. The same brand voice, two different contents, two different channels.
After the 2022 rebrand, Viettel Post not only refreshed its identity to persuade shippers. They also built the internal message "Delivering with all our heart" aimed at over thirteen thousand employees, because the delivery personnel are the mobile brand that runs throughout the city every day.
A logistics company that understands this will not only win bids but also deliver goods. That is the real challenge to solve.
References
Vietnam Logistics Business Association (VLA), Vietnam Logistics Industry Report 2023. Randstad Employer Brand Research 2024. LinkedIn Global Talent Trends 2023. Indeed / Glassdoor Driver Shortage Report (USA, used for qualitative reference). Viettel Post, official information on personnel and rebranding 2022.
Frequently asked questions
What is an employer brand, and how does it differ from a customer brand?
The customer brand builds the reason for shippers, importers, or e-commerce platforms to choose you as their transportation partner. The employer brand builds the reason for drivers, warehouse staff, and coordinators to choose to work here instead of elsewhere. These two types use different messages, different channels, and are measured by completely different metrics. Confusing the two types is a common reason why companies win contracts but lack the personnel to execute them.
Does a small logistics company need to invest in an employer brand?
More necessary, and often more urgent than large companies. Large companies have the advantage of existing recognition; medium and small companies must proactively explain why drivers should choose them instead of the fleets of Viettel Post or J&T. Investment does not necessarily have to cost a lot of money, but the message needs to be clear: actual salary, real days off, and specific working conditions, not vague slogans.
What can be used to measure the effectiveness of an employer brand?
Actual metrics include: the ratio of natural applications to total recruitment, the time to fill a driver position, the turnover rate within the first 90 days, and the internal referral rate. These numbers reflect the actual attractiveness of the company to operational workers, not the perception of business customers.