1. LAS VEGAS, Nev. – The official color of
Yellow is still Swamp Holly Orange.
Nearly everything else is changing!
The new Yellow brand made its debut Jan. 30
through Feb. 2 at Transformation 06, a business
and logistics conference for more than 2000
key Yellow managers, sales executives and
customers.
And the key theme at the conference was
change.
“It’s a new year,” says James Welch, president
– Yellow Transportation. “We have a new look, a
new market strategy and an aggressive business
plan to attack the competition. It’s going to be a
very exciting year for Yellow.”
Changes announced at Transformation include:
A new, modernized logo, featuring the
Yellow shield and its distinctive Swamp
Holly Orange color
Uniforms for city drivers
New signage for all
Yellow service centers
New equipment featuring
the updated look
A new advertising
campaign
“The company is
investing in employees,
equipment and service
centers,” says Welch. “The
plan is to continue to
transform our company to
an elevated position in the
marketplace.”
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Greg Reid, senior vice president and chief
marketing officer, says the new logo better
reflects today’s Yellow and our broad spectrum
of service offerings. He also says it’s important
to remember that the shield is the visual
emblem of Yellow. It’s not the brand.
“Employees are the brand,” Reid says.
“Every Yellow employee has the opportunity,
and the responsibility to bring the brand
promise to life.”
The new look of Yellow and the new approach
to communication, marketing and advertising,
was led by Reid and Veronica Jaster, vice
president of marketing communications, who
worked closely with Welch; Steve Bruffett,
senior vice president field operations and sales;
and Maynard Skarka, senior vice president field
operations and sales.
Market research determined several
very specific and important areas of
differentiation for Yellow.
“Our consumers want
Visible Change Signals Big Start To ‘06
Transformation Is Catalyst For Bold New Strategy
Yellow Road Team members and participants in the 2005 National Truck Driving Championships model new
driver uniforms.
PRESIDENT
ask the
Question:Are there any plans to upgrade
tractors at end-of-line
service centers?
Ted Corrigan,
service center manager –
Peoria, Ill.
Answer:For the last five years, Yellow has made
a concerted effort to fully fund our capital
equipment plan, and we have made good
progress in lowering the average age of our
fleet. One area where we recognize further
improvements are needed is in city tractors.
In fact, reducing the age of our city power
will be our primary goal in the equipment
arena in 2006. We plan to acquire a
considerable number of newer city units
for delivery during 2006, including linehaul
conversions and purchases reflecting the
new Yellow brand identity. v
Have a Question?
All questions submitted must include the
employee’s name, job title, work location and
telephone number.
Send your questions to:
Ask the President
10990 Roe Ave./Mail Stop A705
Overland Park, Kan. 66211
e-mail: YT.Week (on company intranet)
Equipment featuring the new Yellow logo makes its debut in 2006.
Continued on back page
TRANSPORTATION WEEK
Friday, February 3, 2006 • Volume 1, Edition 1
2. B
More than nine years ago, Yellow Transportation
Week was launched with the objective of providing
employees a snapshot of company activities on a
weekly basis.
Now, after nearly 500 issues, we are pleased to
introduce a new format and color printing that we
believe will make the publication more interesting
and easier to read.
The new format makes its debut in this special
issue focusing on the new year. Much of the content
that we’ve carried in the past continues, such as our
Yes We Can Service Champions profile, a service
center profile and industry news. You will continue
to receive the publication each week.
The new look for Yellow Transportation Week
comes at a exciting time in the evolution of our
company. It’s one more signal that Yellow is
embarking on an exciting new journey. We invite
you to enjoy this and subsequent issues and we
welcome your feedback. v
Yellow Transportation Week Gets New Look
Color Printing, Shorter Articles Enhance Appeal
YES WE CAN
service champions awardAward recipient:
Tony Romero,
PD driver,
Fresno, Calif. (FSO)
Company officials supporting the nomination:
Dan Gatta, area vice president – Tracy (TCY) area;
Kirk Berry, service center manager – FSO.
Reason for award:
Jennie Halverson, Yellow customer service
representative, received a call recently from
customer Patricia Smith in Visalia, Calif. Initially,
it appeared she was calling to report a damaged
shipment. Then it became apparent that the real
purpose of the call was to compliment Romero.
“He was extremely
helpful and very nice at the time
of delivery,” Halverson wrote in an e-mail.
“Due to the attitude of the driver, Patricia wasn’t
upset about the damaged shipment. When she
called in, it seemed complimenting the driver was
her first priority. I just wanted to pass along the
compliment as she requested, more than once,
that I do so.” Romero made the customer aware
of the damage before it was spotted, says Berry,
“and he took the extra step of spending the
time to explain the claims process. He is just very
customer oriented, and he went out of his way to
work with the customer.”
The Yes We Can Service Champions Award is given to
Yellow employees who go above and beyond normal
job requirements to exceed customer expectations.
Anyone may nominate an employee, or employees, for
the award. A customer’s letter describing outstanding
performance improves a nominee’s chances of being
selected for the award, but is not required.
ecause they have frequent face-to-face contact
with their customers, city drivers are the face of
Yellow.
Now, with the launch of a driver uniform
program, they’ll have a better opportunity than
ever to make a positive impression.
“Our drivers are the best in the business and we
want them to look their best,” says Pat Lemons,
senior vice president – operations. “We know
from our market research that our customers
prefer uniformed service providers. We believe
that having our drivers in uniform will make a
real difference in how our customers perceive our
company and our service.”
The uniform consists of a shirt and jacket
displaying the new Yellow logo and the Teamster
logo. Each driver will receive 11 shirts. Three
styles are available: a long-sleeve dress shirt, a
short-sleeve dress shirt and a polo shirt. Two jacket
styles are available and a cap with the Yellow logo
is optional. Shirts will be laundered each week at
company expense.
The company evaluated several colors and
selected Swamp Holly Orange because of the
prominent role that color has played in the
company history.
“From our early days, orange has been our
corporate color,” Lemons says. “It makes a lot
of sense to reinforce our well-established brand
identity by making our uniform shirts orange.”
Customers have told Yellow they appreciate
uniforms because they make it easier to instantly
recognize Yellow drivers and, therefore, do
business with Yellow, Lemons says.
“The uniform program will help promote the
Yellow brand and public image through consistent
professional appearance of our drivers,” says Mike
Johnson, project manager. “Uniformed drivers will
enhance satisfaction among our customers and
our customers’ customers. Ultimately, we expect
the program to contribute to increased market
share and brand recognition.”
To give your feedback or ask a question about
your driver uniform, call 800.458.3323, ext. 6568.
or send an e-mail to driver.uniforms@yrcw.com. v
Yellow Rolls Out Uniform Program For City Drivers
Our Most Visible Brand Representatives
Market research confirms that customers prefer
uniformed service providers.
3. I
Yellow Transportation Week • Friday, February 3, 2006 • Volume 1, Edition 1
TIPS
safety
The second-most-frequent type of linehaul collision is rear-ending,
which is always caused by following too closely. To react and safely stop, you need at least one
second for each 10 feet of vehicle, but even more in adverse conditions. You must also expect the
unexpected and leave yourself a way out.
FACILITIES
featured
t is a new year for Yellow — a year in which the
company will use its freshly minted brand identity
as a springboard to superior value service and
growth.
Here are the key tactical objectives for 2006:
Grow revenue, shipment and tonnage
volume
Improve on-time service performance
Enhance service quality
Effectively manage costs
Reduce lost-time injuries and preventable
city and linehaul accidents
“It’s a very aggressive plan, and our new
brand identity program certainly gets us off
on the right foot,” says James Welch, president
– Yellow Transportation. “Ultimately, however,
our success is dependent on flawless execution by
all employees, especially those in operations and
sales.”
The plan sets challenging
goals, Welch says, that
are necessary to move
the company forward in
an industry that grows
more competitive each
year. Increasing customer
loyalty will be a key
priority, he says.
The company is moving
forward with several major
initiatives that will help
improve performance and results. Those include
continued emphasis on employee engagement,
an operations supervisor effectiveness program,
superior value, and distribution center-based
quality programs.
It’s not a matter of Yellow improving service
and quality,” Welch says. “It’s a matter of us
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improving service and quality. This year, we will
deliver.”
Other key initiatives include:
Exact Express®, our fast growing expedited
service, projects continued growth. Several
technological improvements will help
achieve that goal.
Yellow will expand its next-day footprint
as well as its coast-to-coast service
capability.
A driver engagement program for about
800 drivers is expected to generate
additional revenue.
A new sales focus is expected to enhance
effectiveness in both local and corporate
channels.
Bundled solutions selling will group
multiple services as part of one
performance-based agreement.
More attention will be
focused on improving internal
understanding of opportunities
at U.S. seaports and growing
NAFTA revenue.
Exhibit Services is expanding
into international markets.
Capabilities in retail vertical
and markets and the
government sector are being
expanded.
“Growing our business is
going to be our greatest challenge,” Welch says.
“That’s going to require a real team effort and
greater focus on picking shipments up on time,
delivering shipments on time and delivering
them in factory-fresh condition.” v
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It’s Not Up To Yellow; It’s Up To Us
Aggressive Plan Seeks Market Share Growth
Send nominations and backup material to:
Editor, Yellow Transportation Week
Mail Stop A705, general office
E-mail: YT.Week (on company intranet) v
FEATURING: JMI (Jackson, Mississippi)
Type Of Facility: Distribution Center
Opened: 1978
Employees: 339
Serving: JMI is a hub for service
centers in Louisiana, Southern Arkansas,
Central and Southern Mississippi,
Southern Alabama and Eastern Texas.
JMI consolidates inbound shipments
from California and the Midwest and
runs sleeper teams to MIA, OLF, JXF and
TAM.
Dock Doors: 117
Service Center Manager: Bill Sloop
Management Team: Tony Wallace,
general operations manager; Pat Fleming,
linehaul manager; James Shelton,
equipment maintenance manager
Account Executives: Richard Ross
Safety Highlights: Only two lost-time
injuries in the city and dock operation in
2005, which equates to 117,760 hours
between lost-time injuries.
Million Miler Award: In 2005: W.J.
Hudgens; T.B. Tenpenny; M.E. Mitchell;
J.M. Sharp; D.E. Weathersby; C.J. Wilks
and M.L.Ware (a 2 Million Miler).
About the Facility: Located at the
crossroads of Interstate 55 and Interstate
20, Jackson is home to more than
425,000 people. JMI is 60 percent
inbound; 40 percent out. JMI’s city
operation covers central
Mississippi and accounts
for 6000 bills per month.
JMI’s goals include
improving load quality
and transit times.
“JMI takes pride in providing an
atmosphere that both external and
internal customers enjoy,” says Sloop.
“We strive for a relationship where our
commitments and our integrity support
the Yes We Can attitude and result in
a pleasurable experience for everyone
doing business with Yellow.”
Sloop credits JMI’s excellent safety
record to its employees and Local 891
leadership support of an injury-free
environment. v
“It’s not a matter
of Yellow improving
service and quality.
It’s a matter of us
improving service
and quality.”
— James Welch
