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Did Your Customers Disappear? How To Get Them Back In 2022.

customers

Did Your Customers Disappear? How To Get Them Back In 2022.

Perhaps orders are down, in-store traffic has hardly rebounded, revenues are frustratingly slow to return and employee spirits are in the tank as well.

When customers go away and don’t come back, business owners and CEOs are left to scratch their heads as they try to figure out why. A probable culprit is that the business failed to maintain authentic customer and employee connections while implementing the latest communication technologies that have pushed relational interactions outside of the reality of their consumer’s experience, says Phil Kelley Jr. (www.philkelleyjr.com), author of Presence and Profitability: Understanding the Value of Authentic Communications in the Age of Hyper-Connectivity.

“Technology is rapidly changing the way people exchange information and ideas leading to tremendous efficiency opportunities, but no matter how much technology changes things, people have the same psychological need for positive human interactions,” says Kelley, who is president and CEO of Salem One, a company that specializes in direct marketing, packaging, printing and logistics.

If customers feel that they are not getting that interaction, he says, they are going to move to another business in search of it.

As businesses move into 2022, Kelley has advice for how they can bring back customers they have lost because of both external and internal communication misfires:

Customers want to talk with people, not machines. Kelley is wary of technology that cuts costs but fails to take the customer experience into account. ​​”Anyone at my company will tell you that I have a passion for answering phones as quickly as possible,” he says. “I absolutely refuse to use an automated call-response application. I know that if a client is calling us, they need something and want to talk to a person, not a machine.”

Relationships are built on true relational moments. Racking up “likes” on Facebook or Twitter, or sending and receiving canned sales pitches on LinkedIn, are not examples of really connecting with others, Kelley says. “Relationships don’t get built automatically, and leadership does not get conveyed by the number of keystrokes you make,” he says. “Success is based on the value you bring to the table, and comes only after investments of time and effort. A connection in and of itself is not a relationship, and for most people connections are missed opportunities.”

Brand communication should meet customers on their terms. Businesses often fail to get the most out of their advertising because the connection to the customer is off in some way, Kelley says. He gives as an example how online advertisements often work. If someone searches for a product, they soon see advertisements for that product on nearly every website they visit, even if the website isn’t appropriate for the brand. That can become annoying. “You need to know where your brand is showing up, and what kind of customers and potential customers your brand is in front of at all times,” Kelley says. “You also need to know who those customers are, what their tastes and preferences are, and how they do and don’t like to experience things.”

Connect in a way that turns customers into repeat customers. Long-term success depends on repeat customers, but too many businesses treat their relationship with customers as simply transactional, Kelley says. That doesn’t make for a satisfying relationship. “The highest-value communications are person-to-person, but that certainly doesn’t mean that your company can’t make a connection without those face-to-face communications,” he says. “Amazon is masterful at forging relationships with its customers just via their website. They do it by making it easy to find, order, and have delivered things that people really need or want. They make it easy to find more information on the products and make it easy to return something the customer isn’t satisfied with.”

Know that a great corporate culture results in satisfied customers. It’s well-established that an organizational culture where people feel engaged, connected and purposeful helps achieve financial success, Kelley says. “This is because the attitudes of the people in an organization ultimately reach and affect customers,” he says. “To put it simply, satisfied employees tend to foster satisfied customers. So, the time and energy you devote to creating a positive corporate culture is not an add-on to getting the job done. It’s an essential part of getting the job done – or at least, getting it done well.”

“Relationships are so important to people,” Kelley says, “that any company that makes a real connection with a customer can win that customer’s loyalty for life.”

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Phil Kelley Jr. (www.philkelleyjr.com) is the author of Presence and Profitability: Understanding the Value of Authentic Communications in the Age of Hyper-Connectivity. He also is president and CEO of Salem One, which specializes in direct marketing, packaging, printing and logistics. Kelley holds bachelor’s and master’s degrees in industrial and systems engineering from Georgia Tech as well as an MBA from Clemson University. He has served on the boards of directors of multiple nonprofit and for-profit organizations. Kelley has been an active voice in the print industry, refocusing industry success definitions within the rapidly developing world of corporate communications. 

e-commerce

Common E-commerce Mistakes to Avoid: How Many Are You Making?

E-commerce is a truly amazing idea. You can market your product to thousands of customers without the marketing budget of a multinational company, take orders, and deliver them all at the same platform.

With the COVID-19 pandemic locking people up in their homes, online shopping has become the new norm, making e-commerce almost a necessity for most modern businesses.

While the possibilities are endless, it’s easy for things to go wrong with e-commerce if you don’t keep a few basic points in mind. If you’re wondering why your online business hasn’t achieved the growth it should have had, here are some common mistakes you might be making.

1. You have insufficient information on your store.

While everyone includes basic information like product descriptions and pricing, it’s easy to neglect the pages you think are unimportant.

One page people tend to neglect is the “About Us” page. You might think buyers aren’t interested in reading about you but you’re wrong. Buyers are curious about the person or company they’re buying from, especially if you’re just starting out and not big yet.

A well-written about us page helps you connect with your customers by sharing your personal story with them, which builds trust and credibility. At the end of the day, less buyers are going to bounce off your store.

At other times, e-commerce stores fail to clearly outline sales terms and conditions, leaving users confused about their refund and exchange policy. This can turn away a good number of buyers (no one likes taking risks with their money!), so make sure to include this information in clear terms in your store. A good online business lawyer can help you in this regard.

2. Your store is not designed for phones.

Mobile phones are a major medium people use to shop online. You could have the most amazing store, but if it’s not optimized for mobile phones, you’ve lost a lot of customers in an instant.

Open your store on your mobile browser, and see if it runs as smoothly as it does on a desktop. If it’s displayed incorrectly, lags, or is not very responsive, it means you need to have a conversation with your software team!

3. You haven’t researched the market.

This mistake can be made with any business, but it’s particularly easy to make with online businesses because they’re so easy to set up.

You can have full confidence in your product, but your business won’t flourish if no one wants your product. So it’s extremely important to find out the demand your product has before launching a store.

Another common mistake people make is failing to niche down. You should clearly define your niche, and then aim to engage your target audience. If you don’t niche down, you won’t be targeting a specific audience. You’ll basically be shooting in the dark.

4. You’ve neglected SEO.

Search Engine Optimization (SEO) is what makes your store visible on the internet. When you type “best pencil holders” in Google, you see a list of websites. Those websites aren’t ranked randomly but by how well they’re optimized for search engines.

Every piece of text that you put onto your store (from product descriptions to the About Us page) is an opportunity to make use of the right keywords and improve your SEO. Many e-commerce owners neglect the content they put on their website when it’s one of the most powerful tools to drive the right kind of customers to their store.

But SEO is not just about content. As competition between websites is increasing, SEO is getting more and more complex with constantly evolving on-page and off-page SEO best practices.

So it’s unlikely you’ll be able to tackle your store’s SEO by yourself. If you’re a startup, consider working with a budget-friendly SEO agency to take your store to the next level!

5. You’re not loud enough.

You can have the most amazing e-commerce store out there but it’s going to be useless if people don’t know about it.

You need to make use of all marketing platforms available to you to promote your website. Creating a brand identity and a story that people can relate with help in website promotion, so it’s a good idea to work on those aspects of your store as well.

Placing ads on social media platforms, collaborating with influencers and YouTubers, and making the right use of SEO content are some ways to promote your website. Many more ideas exist, and no one idea alone can turn things around for your store.

If you’d like to take all the ideas and turn them into an effective marketing strategy, your best bet is to work with a good digital marketer who can help you scream out as loud as possible!

6. You’re failing to close the deal.

The checkout process is the most important part of your store when it comes to closing the deal. If it’s too cumbersome, there’s a very good chance your customer will abandon the cart.

Your goal should be to make your checkout process as smooth as possible. You can do this by ensuring good page load speeds and a clean, intuitive user interface. At this point in the buying process, you should keep things minimal and avoid distracting the customer with offers, promotions, and advertisements.

It’s also helpful to keep the information required for making the purchase minimum — today’s internet users crave instant gratification and too much typing while shopping online annoys them.

Finally, try to offer as many payment options as you can. Nothing breaks the heart of an e-commerce customer like the unavailability of their preferred payment option, which sometimes is the only option they really have!

counterfeit

Social Media Solution to Counterfeit Culture

Like so many of my peers, bored and stuck at home during the pandemic, I downloaded Tiktok. As I scrolled through the (admittedly addictive) videos of comedic bits and I came across one Tiktok that gave me pause. In the video, an unseen user unboxes a “Louis Vuitton” handbag.  But this handbag was not a real Louis Vuitton bag (which could range in price from hundreds to thousands of dollars) but, actually, a “dupe”. The video shows the authentic-looking shopping bag, box, ribbons, dust bag, and even fake receipts and certificates. The bag looks real, with logos, stitching, pattern, and design all intact. Following the hashtag, I discovered hundreds of other videos where users brag about and display their designer “dupes”. These items ranged from shoes to bags, accessories, jewelry, and even a water bottle!

It’s fairly easy to figure out the appeal of designer “dupes”. Millennials and Gen Z are both fully immersed in social media. They strive to create an online profile that is happy, successful, and affluent. Affluence is defined by vacations, cars, shopping, and status symbols. These status symbols vary from group to group, but we all are aware of the particular items and brands that indicate status. And we all want those items, both just to have them but also to show them off. The problem is, we can’t all afford them.

Enter the dupe. These knock-off and counterfeit items look identical to the real thing, but they are sold at a fraction of the cost. To the millennial or Gen Z buyer, it’s a great deal. They get their status symbol, show off to their friends online and in-person and maintain their image…all at a low, low cost! The best part, buyers figure, is that no one is getting hurt. That’s the part they get wrong.

Counterfeit products are often produced in factories run by organized crime. People working in those factories are subject to dismal, substandard working conditions. They work long, hard hours, and do not earn a living wage. These dangerous conditions and long hours can only be compared to sweatshops, long outlawed in the USA. Children are often employed at these sweatshops, forced to work at deadly jobs in unsafe environments.  With no regulations, toxic, cancerous, and harmful chemicals are often used in the production of counterfeit goods. The proceeds of counterfeit goods are used to fund human trafficking, drug trafficking, sex trafficking, and terrorist groups. Additionally, when consumers buy counterfeit products instead of purchasing from the genuine manufacturer, governments lose the tax revenue they would obtain from sales by the genuine manufacturer. These lost tax dollars could have been used to fund programs and changes in local communities that could improve the living conditions of the same people working to manufacture counterfeits.

Millennials and Gen Z are the “woke” generation. This is the consumer who is conscientious, educated, and willing to take a stand. They want to know the sources of what they buy and the policies of the brands they support.

When these consumers discover a brand or a company that has policies and procedures that align with their values, and they throw their support behind the brand, they can take a business from a small startup in a home to an IPO. Alternatively, should they discover that a company is violating their values or is dishonest in its practices, this generation of consumers can rain down fury. It takes one person to start a conversation that can mushroom into a movement that changes companies, leadership, and society as a whole. This woke generation—that seeks out information and is willing to fight for their values—seems at odds with the counterfeit culture. Why are they willing to buy an item that supports criminal ventures and the subjugation of workers? Why are they willing to use products containing chemicals that are potentially harmful both to workers and themselves?

Most brands spend thousands of dollars protecting their products’ authenticity as they move through the supply chain. They use covert, forensic, and digital strategies to detect counterfeit goods. They use tamper-proof seals, holograms, barcodes, security tags, QR codes, and micro markers, among other tactics. They train law enforcement agents to detect and seize fake products. They employ security experts to assess and manage risks. They engage lawyers to battle counterfeiters in the justice system.

For all the efforts expended and all the money spent, the one group businesses fail to engage is the consumer. Most companies do not make educating the consumer on the dangers of buying counterfeit goods a part of their strategy. These consumers, who are otherwise hyper-aware of product characteristics, may be totally unaware that a counterfeit purchase could be completely at odds with their otherwise conscientious buying habits.

To quote Michael Bierut, “The problem contains the solution.” Just as consumers may take to social media to show off a counterfeit purchase, social media can also be harnessed in the fight against counterfeit culture. Social media reaches more users than traditional advertising. It can be impactful, thoughtful, exciting, and memorable. Companies should take a two-pronged approach. First, companies should use social media to highlight the steps they are taking to improve their brand. Posting on the company’s social media pages, tagging other influential community members and supporters, and reposting messages that align with the company’s values are all excellent ways to position your brand as one that millennials and Gen Z can fully support.

The second tactic companies can employ is to utilize social media to educate consumers about the impact their counterfeit purchases can have on society. Companies can inform social media users of the effects their buys have and how they violate their conscientious purchasing habits by highlighting specific cases where human rights were violated, children exploited, toxins used, and companies or criminal organizations that are funded by counterfeit monies, among other harms.

The counterfeit culture, so casually and extensively displayed and flaunted on social media, can be countered. The consumer today is one that is willing to change. They will change their buying habits to support a brand that they connect with, is authentic, and has procedures and policies that line up with their own values. They will mobilize their friends and family to discourage practices that are distasteful, harmful, and detrimental to society. By harnessing the power of social media to connect with their consumer, companies can tap into that power, force, and energy to combat counterfeiters everywhere.

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Bernard Klein is the president of Almont Group Inc. A dedicated father of three, he finds time to run and box while running a successful company that helps clients’ source goods overseas. 

e-commerce packaging

UPS, FEDEX, AMAZON, TARGET, WALMART AND BEST BUY ARE KILLING IT IN E-COMMERCE. HERE’S HOW.

COVID-19 has sped up e-commerce adoption across all industries as many businesses emerge from the global pandemic battered and bruised. At the end of 2019, e-commerce represented 11.3 percent of total U.S. retail sales. This percentage inched up to 11.8 percent at the end of the first quarter of this year. For the second-quarter, some estimates suggest this percentage could double, at minimum, as businesses closed, and consumers stayed home because of COVID-19.

Indeed, while increased online sales is not a new phenomenon, the speed with which new generations of customers have gone online is and has led to a change in demand that is unlikely to reverse quickly according to McKinsey & Company’s latest COVID-19 Briefing Materials: Global Health and Crisis Response (June 1, 2020). McKinsey estimates that 20-60 percent more U.S. consumers are digital as a result of COVID-19. Stickiness of digital, localization, and selectiveness in spending are major trends that businesses will need to address as the pandemic alters the way business is conducted.

McKinsey also found that consumers are shopping online more and are more willing to switch across brands. This can be seen in one the biggest “winners:” groceries. According to Adobe’s Digital Economy Index, online groceries grew 110 percent in daily sales between March and April. However, there were delays in last-mile deliveries as companies including Amazon, Walmart and Instacart had to hire more workers to assist with the increased consumer demand.

In March, Amazon had to restrict non-essential shipments from third-party sellers and other retail vendors and focus on receipt, restocking and delivery of essential products that were most in demand. Meanwhile, Walmart touted not only its online store capabilities but also curbside pickup. The result was a strong first-quarter earnings for the period ending April 30 with comparable-store sales up 10 percent and e-commerce sales up 74 percent. Strongest sales were in food, consumables, health, and wellness.

Retailer Target also noted strong first-quarter sales. While comparable-store sales increased only 0.9 percent in its first-quarter ending April 30, e-commerce sales jumped 141 percent with 80 percent of e-commerce orders fulfilled in Target’s stores. Food and beverages rose over 20 percent, essential and beauty 10 percent, and home rose in the single digits.

As more workers work from home, electronics and furniture sales also increased. Best Buy noted in the eight days ending March 20, sales jumped 25 percent as customers purchased work-from-home-related items. As stores closed, online sales increased more than 250 percent, with half of those orders using curbside service available at most Best Buy stores.

For small parcel carriers including FedEx and UPS, the e-commerce volumes proved to be a boon. Both carriers have been preparing for rising e-commerce volumes by introducing such service offerings as seven-day deliveries, faster delivery times, later pick-up times, returns solutions, fulfillment solutions designed for e-retailers, alternative delivery pick-up and drop off locations and more. By all accounts, FedEx and UPS appeared prepared to handle the sudden e-commerce volume increases.

Just as the COVID-19 impact was being felt in the U.S., UPS noted in its first-quarter earnings that March volumes were 70 percent business-to-consumer (B2C) with April trending similar. FedEx also noted a similar trend with higher than usual B2C volumes.

The result was a sharp increase in residential volumes for both carriers and delays occurred. It should be noted that residential deliveries are typically more costly for FedEx and UPS versus business-to-business moves in which batches of parcels can be picked up and delivered at once.

A number of consumers took to social media to voice their frustrations and share photos of overflowing packages at carriers’ facilities. However, not only were carriers faced with higher than normal volumes, but they were also dealing with the coronavirus itself, affecting an unknown number of FedEx and UPS employees who would otherwise be sorting packages, loading and unloading delivery vehicles and delivering packages. Networks slowed as a result.

Having temporarily suspended all service guarantees and implemented international peak surcharges in March to handle a surge in international volumes, FedEx and UPS introduced new temporary peak surcharges to address the U.S. domestic situation.

UPS’s latest surcharges took effect on May 31 and addressed Residential, SurePost, and Large Parcels. Meanwhile, FedEx’s domestic temporary peak surcharges took effect on June 8 and addressed Residential for FedEx Ground and FedEx Express parcels, SmartPost, and Oversize Parcels for FedEx Ground and FedEx Express parcels. Keep in mind, these temporary peak surcharges are in addition to already existing surcharges and individual shipper’s contracted rates.

Besides surcharges, FedEx also capped some shippers’ volumes. This is a similar approach to what the carrier does during the holiday season if a shipper exceeds agreed-upon volume commitments. However, this is not the traditional holiday season and many shippers were caught off guard by this tactic. UPS also took a page out of their holiday season playbook and dispersed managers and supervisors across the U.S. to pitch in and help at sorting facilities and deliver parcels.

The rapid increase in e-commerce parcels seemed to catch FedEx and UPS off-guard and significantly impact their lower margin service, Residential. Moving beyond the COVID-19 crisis, e-commerce will play a bigger role in B2C as well as B2B. Businesses will utilize a number of creative ways to handle the last mile – curbside pickup, buy online, pickup in-store, residential, third party locations for pickup and delivery, and more. FedEx and UPS will need to work closely with customers to share capacity availability and concerns.

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John Haber is the founder and CEO of Spend Management Experts. With more than 25 years of supply-chain experience, John has helped some of the world’s leading brands drive greater efficiencies through their supply-chain operations while reducing transportation, distribution and fulfillment costs. He began his career at UPS, where he held various executive level positions in corporate finance and corporate strategy and was instrumental in developing profitability and costing models. He also managed the carrier’s National Accounts Profitability Group where he audited the pricing and profitability of UPS’ top customers. John’s finance background combined with decades of experience working with high-volume shippers enables him to offer unique insights on strategic supply chain planning, including distribution model optimization, transportation cost analysis and carrier contract optimization and compliance.

customer

Customer Preferences Are Constantly Changing — You Can Either Listen or Get Left Behind

Today’s consumers demand more from brands on every level. Millennials and Generation Zers have entered the driver’s seat with a combined $3 trillion in purchasing power, according to YPulse, and they have made their expectations clear.

Offering products at competitive prices is no longer enough — you must also provide a top-tier customer experience. That means creating open lines of communication with consumers, listening to their feedback, and offering products that anticipate their needs.

Customer experience becomes especially crucial during times of crisis, such as the ongoing coronavirus pandemic. This experience is reflected in the values that consumers want companies to hold, such as a move toward more natural, sustainable materials and processes. Companies that empathize with consumers and show compassion by reflecting these values in their manufacturing and logistics can stand out from the pack.

General Motors Co., for example, created and filled a new C-suite position for sustainability earlier this year to show its values to manufacturing partners and customers. When the coronavirus began to spread throughout the country, the company started creating ventilators to help people suffering from the worst cases of COVID-19. This appeals to consumers, as 53% believe brands should get involved in social issues that don’t impact their businesses.

There are countless ways to interact with your audience and gather insights into their preferences, ranging from social media posts to online reviews and email surveys. However, a shockingly low number of companies engage in these beneficial activities. According to a 2019 HubSpot study, 42% of companies say they do not collect feedback from their customers.

Creating products and services without listening to customers is a risky move. A great example of a company making this mistake came in 1985, when Coca-Cola changed its formula for the first time in 99 years. The company had gradually lost market share to Pepsi, so its leaders tried to make a splash with New Coke, which tasted more like Pepsi. Coke’s loyal consumers were blindsided by the change, however. They loved the taste of classic Coca-Cola and refused to embrace the new offering. Sales plummeted, and Coca-Cola reverted to its tried-and-true formula a few months later.

Microsoft made a similar blunder in 2012 with the release of Windows 8. Fresh from the failure of Windows Vista, the company decided to change the look and feel of its operating system completely to resemble Apple’s user interface. The decision backfired. Windows 8 released to poor reviews, and fewer consumers adopted it than Windows Vista. Since then, Microsoft has returned to its traditional look. 

Companies like Coca-Cola and Microsoft can afford to make big mistakes. But for most small and midsize organizations, these missteps can have detrimental consequences.

Follow these tips to ensure your operation remains on par with customer preferences:

1. Leverage CRM technology.

Manually tracking customer feedback is a fool’s errand. There are simply too many simultaneous conversations occurring across a multitude of venues. Instead, companies should use customer relationship management (CRM) software to track their interactions with current and potential consumers and to aggregate customer insights into a centralized location.

I took this exact approach while at my previous company, Schmidt’s Naturals. I was able to read customer reviews and communicate with users more efficiently. This helped us discover that customers wanted a new form of our product, which we delivered.

Most CRM platforms offer mobile access, which has been shown to improve productivity and make it easier to maintain open communication with customers. In light of the ongoing pandemic, some CRM vendors have stepped up to help struggling businesses. For example, Salesforce has gone above and beyond by offering free solutions to help companies communicate with customers during these uncertain times.

2. Reply early and often.

According to HubSpot research, a majority of consumers expect companies to reply to their messages in 10 minutes or less. To meet this expectation, devote team members to monitor your CRM system and social media accounts for questions and comments — and respond to them quickly.

You’ll also want to pay attention to comments on your social media ads, which are easy to overlook. Even if a question seems like a no-brainer, answer it. Chances are, several other customers are wondering the same thing.

Artificial intelligence and chatbots can be useful in this area. Many companies use these technologies on their websites and social media pages to help them interact with consumers, answer simple questions, provide product recommendations, and even facilitate transactions.

Yelp has done this well during the pandemic by offering updated services that allow restaurants and businesses to communicate more easily with their customers. For example, Yelp has added banner alerts to each restaurant’s page to display relevant information in a prominent spot.

3. Make authentic connections.

According to Quick Sprout, consumers are less likely to shop around and more likely to recommend you to friends if they feel an authentic connection to your brand. Chatbots might be able to handle the bulk of your customer interactions, but that doesn’t mean you should become overly reliant on the technology. Research from Sitel Group suggests that 70% of consumers would rather interact with a real person than a chatbot, so you’ll want to balance your use of AI with an authentic human touch.

Zappos is a shining example of a company that interacts authentically with consumers online. The shoe retailer’s social media team routinely — and cheerfully — replies to the majority of comments it receives, with team members signing each message with their initials. Even as Zappos transitions employees to work from home, it’s still focused on “WOWing” customers, vendors, and employees. During trying times, brands must adhere to the core values that have always driven them.

Customer preferences are always changing, and they fully expect the companies they support to keep up with them. This has never been truer than during a global crisis like the coronavirus pandemic. To innovate and stay relevant, you must continually check in with customers, monitor their online conversations, and offer a tailored experience that shows you’re listening.

Modern consumers don’t just buy products — they invest in brands. They care about purpose, transparency, and authenticity. If your company does not deliver those three essential elements, it will not survive.

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Michael Cammarata is the president and CEO of Neptune Wellness Solutions, an innovative wellness company based in Quebec offering high-quality, environmentally friendly, natural alternative products. He also co-founded Schmidt’s Naturals, a fast-growing wellness brand that was acquired by Unilever in 2017.

supply chain

In the New Normal Supply Chain, Firms Must Pivot Quickly

What will our supply chains look like after the impact of the pandemic has turned from an all-hands-on-deck crisis to some sort of new normal? Will either demand or supply patterns return to pre-COVID-19 levels? And should that happen, will it be in carefully managed phases, or more rapidly?

Many consumer-market experts speculate that we may find some of the changes in consumer buying—such as increased adoption of food home delivery or stocking cupboards with monthly visits to large-format stores—habit-forming, even after restaurants, hotels and fast-food outlets are once again operating at max capacity.

To imagine the future, we can look at what’s happening in the present crisis—astonishing, even heroic acts of supply chain flexibility.

-An industrial gases company pivoted so it was able to deliver a month’s worth of desperately needed medical oxygen in three days.

-A chain of currently shuttered department stores has loaned its distribution facilities and assets to a supermarket chain under pressure to keep food shelves full, as far more of us than usual eat three meals a day at home.

-A plastics molding company designed, developed and distributed a foldable, portable intubation shield within weeks.

These businesses have something in common—they have been able to use data and industry-specific software solutions to quickly adapt to shifting fulfilment and delivery operations, often over and over.

The need for flexibility in making and distributing goods is and will be, most obviously on show at the delivery end, where goods and services reach the point of purchase or consumption. Today’s newly responsive, efficient supply chain needs to stretch all the way to the supermarket shelf or patient’s bedside.

That won’t be possible without the ability to access and analyze extraordinarily detailed data about delivery operations. For distribution companies, this will be the key to competing and winning in a post-COVID-19 business landscape, where the ability to pivot quickly will be most prized.

What’s absolutely crucial is that companies can quickly model multiple potential new distribution strategies before they make actual changes. When granular-level information about what was delivered where and when yesterday is fed into delivery-planning software, it can help supply chain executives run myriad what-if scenarios to determine what resources to deploy tomorrow. What inventory, trucks and drivers would be required if sales volume dropped 50 percent, or doubled? What if orders are fulfilled out of a different distribution center?

Purpose-built route planning software like Aptean’s answers these and other questions in a matter of minutes—a superpower we are all going to need in the future. For example, it means a retailer can pivot quickly and easily, back and forth between replenishing outlets and delivering to homes, or rapidly increase service to demand hotspots. Regarding the “new normal” in delivery operations, the only certainty will be uncertainty. The ability to deftly manage this unpredictability will be a huge competitive advantage.

And yet, for a large number of businesses, delivery operations remain hampered by a lack of visibility or fine-tuned control. Too many rely on rudimentary distribution planning tools, or even paper-based systems to plan and assess their delivery operations. This means they are caught flat-footed when circumstances demand rapid change. Worse, the critical information about particular customer needs and demands too often resides in the head or heads of delivery planning staff, and becomes unavailable when those workers go sick or leave.

We need to pay heed to the lessons we’re learning during this challenge. The supply chain, like the virus, is global, but its effects are ultimately felt in individual businesses and homes. For companies reliant on delivery operations, if management of the final mile wasn’t a strategic imperative before COVID-19, it is now. It’s time to wake up to that reality and build delivery capabilities that are more flexible, more collaborative and, above all, data-smart.

To learn more about how to automate your route planning, contact info@aptean.com.

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Nicole O’Rourke has 25 years of success in building strategic marketing organizations and is responsible for leading Aptean’s global marketing and communications efforts as Chief Marketing Officer. She previously held the position of Senior Vice President and CMO for Manhattan Associates. Before that, she served as CMO at Covance Inc., and in senior strategic marketing roles at Aetna and Johnson & Johnson. O’Rourke holds a Master of Business Administration from Northwestern University’s J.L. Kellogg Graduate School of Management and a Bachelor of Arts in English Literature from Cornell University. She resides in Atlanta, Georgia, near Aptean’s global headquarters. Nicole can be contacted directly on LinkedIn or via info@aptean.com.