Digitalization has become one of the most persistent themes in the air cargo industry. From automation and data integration to customer visibility and sustainability goals, every company recognizes the need to evolve. Yet, while the conversation around technology is constant, the real challenge lies in turning strategy into action, reports Cristina Toledo.
Having worked closely with airports, airlines, handlers, and freight forwarders, I have seen that digital transformation is not just a matter of implementing new systems, it is far more, it is about people, communication, and collaboration. The following reflections come from those experiences where the pressure to “go digital” meets the operational realities that determine success or failure.
The Reality Behind the Rhetoric
Anyone who has worked in sales for a leading solutions provider in the air cargo sector will recognize the pattern: digitalization dominates every strategic discussion. Every customer refers to it as a cornerstone of their long-term vision. At international conferences, it remains one of the main themes – and has been for many years.
However, the tone changes once the conference panels end and the one-to-one customer meetings begin.
What happens behind the scenes depends largely on the organization’s size and level of digital maturity. Some may already have a roadmap in place, but after a short conversation, you often realize one thing: you are not going to sell anything – at least, not yet.
In many cases, the customer is not seeking to purchase; they are seeking to understand and learn. They want to assess what your solutions can enable and whether they merit inclusion in the roadmap they are still shaping. And very often, that roadmap begins immediately after your discussion.
The Value of Consultative Sales
This is where the real work begins — and why I have always valued a consultative sales approach. Digitalization cannot be achieved through transactional selling; it demands a holistic dialogue that brings together operations, IT, management, and every department that will ultimately be impacted.
At this stage, active and analytical listening becomes the most critical skill. It is about identifying the underlying challenges through the right questions, understanding where you can add genuine value and recognizing where operational improvements are achievable.
Sometimes, the right fit is an off-the-shelf solution. In other instances, creativity – combined with your ability to act as a translator within your own organization – can give rise to a new project or idea that addresses an unrecognized need. Those initiatives often evolve into solutions with wider industry relevance.
When Change Becomes the Challenge
In the best-case scenario, you and the customer reach an agreement. That short phrase may represent months — sometimes years — of discussions, cross-functional alignment, and multiple approval cycles. Yet once the contract is signed, the most demanding phase begins: change management.
It matters little how positive the sales experience was or how efficiently the cycle was managed. When a core system changes, the stakes are high. Systems may fail to communicate as expected, operational teams may struggle to adapt, and initial results may fall short of projections.
But is it only the technical side that can falter? Not entirely. Sales can make an equally decisive difference. Perhaps a requirement was never properly defined. A potential scenario was overlooked. The proposed system might have been too sophisticated for the customer’s real needs. Or an omission – intentional or otherwise – created a gap that only became visible later.
Sound familiar?
If You’re Considering Digitalization
If your company is planning to go digital, consider these basic principles:
- Create a roadmap with a clear direction, yet one that remains flexible. Emerging technologies and market shifts will inevitably reshape priorities.
- Engage (early) all affected departments not just IT or management. Digitalization is not an IT initiative, it is an organizational transformation.
- Expect your salesperson to act as a consultant: challenge them, ask questions, request demos, define targets and measurable outcomes. Your KPIs are important internally, but the salesperson’s industry knowledge comes from real experience with other customers and evolving trends.
- Start with quick and achievable wins: pilot small projects that show tangible results.
- Prioritize data quality and integration: a new systems is only as good as the data it receives.
- Invest in change management: communicate the “why”, train users, and empower early adopters as ambassadors of change.
- Define clear ownership and accountability: assign responsibility beyond project manager; every department has to play a role.
- Measure progress, not just outcomes. Track milestones, adoption, and ROI, but also capture feedback.
- Think about scalability: Choose systems and partners that can evolve alongside your business.
- Foster a culture of continuous learning: encorage experimentation, technology will keep evolving. Your team should too.
- Collaborate with industry partners: The air cargo industry is interconnected. Sharing standards, data, and best practices benefits everyone.
Digitalization is not just about technology; it’s about mindset, communication, and adaptability. Success depends not only on the quality of the solution but on the partnership forged between the provider and the customer, and on how effectively both navigate the journey of change together.
As the air cargo industry continuous to evolve, recognizing salespeople as strategic partners – rather than simple vendors – can make all the difference in your digitalization journey.
This said, how is your organization balancing strategy and execution in its digital journey?
