Delivery has perhaps been the industry most clearly affected by the Covid-19 pandemic. When physically going to brick-and-mortar stores became a life-or-death exercise, delivery, which had already grown under the rise of e-commerce, became an even more essential part of how local commerce functions.
Khaled Naim, co-founder and CEO of delivery software company Onfleet, touched on how delivery has changed in the past months, how long those changes will persist, and what technologies are fueling the widespread increase in deliveries.
Ecommerce has suddenly become the primary sales channel as a result of Covid-19, and retailers are having to find creative solutions to meet consumer demand for both essential and non-essential goods. With Amazon announcing delays in shipments of non-essential goods in the US and limits on the quantity of goods retailers can ship, the task of getting products to end users becomes even more difficult.
Supply chain issues also resulting from Covid-19 complicate things further, but merchants are still tasked with fulfilling orders on time. This means looking into non-traditional fulfillment methods that can provide flexible and cost-effective solutions to the issue at hand. For retailers struggling to find ways to cope with over-forecasted demand, below are some viable options.
We can expect continued pushback to AB5 from companies across the gig economy. But regardless of whether the pushback leads to legislative changes, we’ll begin to see even more innovative approaches for managing flexible labor pools and flexible schedules. In the meantime, though, how can companies stay compliant, provide stability, and still preserve the flexibility that appeals to gig workers?
In this episode of Location Weekly, the Location-Based Marketing Association covers Instacart’s doorstep grocery delivery amid the coronavirus scare, Papa Johns enjoying success with AR, 7Eleven opening an “Evolution” concept store, TapAd partnering with Gimbal, and Pandora launching interactive voice ads.
Delighting customers isn’t about getting one thing right; it’s about firing on all cylinders, both online and in brick-and-mortar stores, to make an authentic connection with buyers to drive satisfaction and loyalty.
What does that look and feel like? Here are 10 examples of best practices that represent the state of the art in retail CX.
US retailers set all-time records on Thanksgiving and Black Friday, wracking up $11.6 billion in online sales. Adobe predicts that Cyber Monday will also set a fresh record of $9.4 billion, pushing the Thanksgiving weekend total to nearly $30 billion.
The increasing importance of online sales has forced traditional retailers to compete with e-commerce natives like Amazon not only by offering their own robust set of deals but also by investing in delivery infrastructure and reducing friction for consumers ordering online.
Delivery is emerging as a competitive advantage for local retailers. In fact, in September 2019, Onfleet surveyed 1,000 US consumers to gather their impressions on online versus local store shopping and delivery expectations. Seventy-six percent said they would be more inclined to order from local stores rather than from Amazon if they could get same-day delivery.
With that in mind, here are some delivery trends we’re expecting for 2020.
In the on-demand food delivery vertical alone, revenue is expected to reach $94 billion this year. Other verticals, like beauty, parking, health, shipping, and marijuana, are seeing significant gains, as well. Although the space is maturing, investors are still seeing great growth opportunities. Any number of on-demand delivery startups has the potential to take over the space if it continues to grow as its current pace.
To understand where that growth might occur, we need to take a step back and examine which business models are proving most successful in the on-demand delivery space and how startups are implementing those business models for financial gain.
For FedEx as for the many other companies and industries Amazon has decimated over the past 20 years, the problem in confronting Amazon may turn out to be one of margins. While FedEx needs a profitable delivery business to survive, Amazon can afford to lose money on delivery and make it up with relatively free-flowing profits from Amazon Web Services and its booming ad business.
In fact, Amazon can afford, thanks to the faith and generosity of investors, to make no profits at all. No easy task, competing with that.
There’s a renewed push in Silicon Valley to tackle last-mile delivery. The use of autonomous vehicles, drones, and artificial intelligence is what more and more vendors are pushing for. Last-mile delivery is the most expensive part of shipping, and increasing fees mean prices are only going higher. The company that can get goods from a transportation hub to the customer’s doorstep in the shortest amount of time will win the retail game, and technology firms are hoping that their innovative solutions will be the answer that retailers are looking for.
Here are six examples of companies that are working to innovate in the last-mile delivery space.
On this week’s Location-Based Marketing Association podcast: U.S. Army #InOurBoots VR recruiting, Transport for London using WiFi tracking, Havaianas shoppable boardwalk, McDonald’s Sweden’s QR picnic blanket, Zeta Global takes over PlaceIQ’s ad business, Amazon’s employee incentive for creating delivery start-ups.
On this week’s Location-Based Marketing Association podcast: Brands form “Voice Coalition”, CherryPicks navigation + translation app, Paytronix + FriendShip loyalty, Signify’s new LiFi, Coca-Cola Italy drives recycling, Sam’s Club + Instacart for alcohol delivery. Special – new white paper from Digital Element.
Jeff Bezos likes to say, “Your margin is my opportunity.” Like with Whole Foods and grocery, Amazon moves into new verticals and applies its logistics-first approach to carve out margins, then undercut competitors. It is even getting into shipping, in a move to own its delivery infrastructure.
The next local conquest could be restaurants. For Amazon, it’s not just about serving food, but doing so in a way that aligns with its forte: delivering things to your home. The biggest clues and synergies lie in its established delivery and logistics playbook as well as its recent $575 million investment in Deliveroo.
Enter the cloud kitchen.
Despite Amazon’s high-profile acquisition of Whole Foods in 2017, grocery is the bastion of brick-and-mortar shopping proving unusually resistant to a takeover by digital channels. At least, that is the vision of consumers, only 15% of whom say they are excited about the technical “revolution” in grocery, according to a new report on the future of retail by Walker Sands.
Local delivery is rapidly becoming a must-have for all kinds of businesses—people have become accustomed to online ordering and speedy delivery. According to a Go People survey, 65% of retailers will offer same-day delivery by the end of 2019, and according to Technomic, food delivery volume will grow by 12% year-over-year from 2019 to 2023. The question isn’t whether your business should offer delivery, but how.
Pundits have speculated that loyalty is becoming less and less important as mobile and especially voice search drive the consumer toward the most convenient purchasing options. That may be true, but the report indicates loyalty remains a powerful factor, with 53% of consumers saying they are more likely to buy from a retailer they know and trust.
Standing out in the mobile ordering space isn’t easy. GrubHub, Uber Eats, Door Dash, and dozens of other mobile ordering platforms are competing for business in what’s already become a tight market. So how does an outsider break into the business, and break away from the competition?
For companies like Allset, the answer is to create entirely new services that competitors aren’t offering.
On this week’s Location-Based Marketing Association podcast: Swatch goes drive-through, iGeolise raises £3.2, Pokemon app driving traffic to Target, Neustar partners with JCDecaux, Google integrates food ordering into maps, MTA accepts Google Pay on subway/bus lines.