Kuwait’s Kout Food Group taps GetSwift for last-mile logistics technology

Kuwait’s leading restaurant franchise operator, Kout Food Group, has tapped GetSwift (Australian Securities Exchange ticker: GSW) to provide some of the first technology-driven fast food delivery in the country for brands including Burger King, Taco Bell, and Pizza Hut.

Kout Food Group, based in Kuwait City, operates dozens of restaurant franchises. They include 74 Burger Kings, 61 Pizza Huts, seven Taco Bells, nine Kababjis (a Lebanese chain), and many more serving quick, regional fare, according to its website…read more at FoodBev

The Dispatcher: Issue 7

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Why Customer Analytics Matter For The Last Mile 

Advanced analytics can help companies better understand their customers and the environment that they are in. This is particularly important when dealing with a large and fragmented customer base - as most logistics companies do.

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Red Rooster accelerates deliveries thanks to partnership with GetSwift 

“We’ve gotten the system to such a good point that, yes, we monitor delivery speed but it’s a lot more hands-off and we can focus on other growth initiatives and how we can ‘wow’ our customers,” Toms said. “This includes marketing campaigns, new products, and the drive-thru business.”

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Ending Plastic In Food Delivery With New Packaging 

The online food delivery market reached $34.31 billion in 2017, and by 2030, it is estimated that it will be $90.95 billion. Single-use plastic packaging is a large component of the market. Despite efforts to increase recycling, most of the plastic still ends up in landfills or in the water.

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The Evolution of Third-Party Delivery

Something brands need to remember though is that when there is an issue with the delivery, for example the food is late or cold, it isn’t the third-party delivery service the consumer blames, it is the brand. So how are brands expected to utilize this increasingly popular delivery system?

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Kuwait's Kout Food Group Taps GetSwift For Last-Mile Logistics Technology

Kout Food Group deputy CEO Amin Mohamed said: "I can categorically state that not only do we now have a flexible and continually evolving platform that is best in class and fully supported by a dedicated, passionate and trustworthy partner in GSW management, we have a fully committed team to enhance its platform to offer unique solutions.

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Airports Are The Next Frontier For On-Demand Delivery

The next frontier for on-demand delivery is the airport, as competition heats up among a crop of services that allow air passengers to order food, drinks or merchandise – toothpaste, neck pillow, book, whatever – from anywhere in the airport and have those items delivered right to their departure gate.

Q&A With GetSwift CTO Dennis Noto

GetSwift’s head of tech answers why he got into logistics, the future of the industry, and how to build a game-changing company culture.

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Before joining GetSwift, Dennis Noto’s career had spanned nearly every facet of the technology industry. Most recently, as the Executive Architect/CTO of IBM’s Watson for Business, he advised Fortune 500 companies on how to harness AI for their business. Before that, Noto spent much of his career as a financial services CIO helping financial institutions accomplish big tasks such as clearing billions of Wall Street trades instantly. And, in 2012, he won the CTO 100 Award for his work as CIO of Trust Company of America, where he developed a trading application that financial advisors could use across any browser or device.

Last year, he became the CTO of GetSwift, with the task to improve, evolve and build the most advanced logistics technology platform in the industry. We asked him about his vision to improve logistics and delivery management, how to spark innovation, and what it takes to build a strong company culture.

Why did you want to get into delivery management?

I’ve spent most of my career in fintech and was looking to apply everything I’ve learned—high-transaction volumes, real-time systems, innovative product, great UX, solving problems with simplicity, and more—to a brand new industry. I looked at delivery management and did my research. Everything today is delivery, competition in the field was open, and the technology in logistics was, frankly, old. It begged for software as a service. I saw a green field, so I said to myself, “It’s time to take a proven methodology from fintech to build game-changing logistics industry technology.”

What is the big opportunity to make a difference in delivery management?

The big opportunity is that logistics is so much more than dispatch, routing, and tracking your deliveries, and we’re building a holistic platform that not only helps you deliver efficiently but fuels your whole business. We offer business intelligence that you can feed back into your delivery system and overall business, seamless cash management, scheduling your drivers, an online customer marketplace to sell your products, and beyond. We are already offering more of these pie slices—thanks to our acquisition Delivery Biz Pro and Scheduling+—but many more features are coming down the pike.

You’ve written before about your goal of wowing customers. What do you mean by this?

When you’re bringing a product to market, it’s so important that it helps your customer increase revenue, cut expenses, automate, upsell or cross-sell. What is also really critical is that it wows a customer with UX and UI Experience that knocks them off their seat.

How do you wow customers in delivery management?

You wow the dispatcher on how easy it is to automate tens of thousands of deliveries at once to your fleet of drivers; you wow your drivers with the seamless mobile app experience to accept and manage orders; you wow the CEO because they’re optimizing time-to-deliver and meeting the revenue metrics to run their business; and you’re wowing the end customer because they’re getting a better product, sooner, and they’re well-informed before, during, and after the delivery.

When I asked you about wowing I thought maybe you’d talk about product, and it’s interesting that most of your answer was about user experience.

Product and UX go together. As a user, you need both. Let me tell a story. At Trust Company of America (where Noto was CIO for four years) our customers were large financial advisory firms, and we decided to do something new: allow CPAs to run their trading applications right form their tablets. At first there was pushback, with our client wondering how they’d train CPAs. So I put the iPad app in the hands of the COO and told him, “Give it to all your people. If they can’t run this app without a user’s manual, I failed at my job.” They all loved it. The point was: we combined complicated features with awesome customer experience. If you can’t be intuitive about what you do, you shouldn’t be bringing it to your customers.

Let’s talk about innovation and company culture. You’ve said that technology innovation is not strictly about technology anymore. Can you explain that?

We all can be on a level playing field with technology. The question is not about technology—it’s about the people that make the decisions that use the technology, who build the product to solve a problem and give the experience. You can have the best technology in the world, but if you are not solving the right problem and don’t have people to create that awesome experience, you won’t succeed. If the culture and objective isn’t right, you’re done.

How much of your time do you spend thinking about culture?

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A group teach-back at the Denver office, with our Denver and New York teams together.

A lot. It’s not that it chews up my time. But it’s a matter of how engaged you are with your people. Here’s another story. When we opened the Denver office (GetSwift’s global tech team HQ), we set up mobile sit-and-stand desks for the team. But here’s the key: I told everybody, “Let me know what you think.” Some people actually didn’t like it and wanted to be back in cubicles, so we built out that option for them. It’s about listening to people, engaging with them, and empowering them to be their best.

By the way, most of the time our team does the setting-up and building as a team because we’ve fostered that collaborative culture. When new bar stools arrive in the kitchen, our team is already setting them up. Everybody pitches in and grabs a screwdriver.

People also need to know what their purpose is in the greater good of the organization, because people are motivated by a sense of belonging—it’s actually one of Maslow’s hierarchy of needs, which I’m a strong believer in. That’s why we hold monthly town halls, where our leaders talk about what we’re working on and where the organization is headed. It doesn’t stop there: We also hold department “campfires” so we can discuss what’s going well and what isn’t, and group teach-backs so we can learn from each other. And then sometimes we’ll have some drinks together or, recently, we actually went out to play old arcade games. I had no idea the team wanted to do that, but it was fun!

Time for a teach-back. Business Analyst Eiden Hughes presents a heat map to help the team understand GetSwift’s trajectory this year.

Time for a teach-back. Business Analyst Eiden Hughes presents a heat map to help the team understand GetSwift’s trajectory this year.

So, how’s it going at GetSwift? Are you proud of what you’re accomplishing?

We’re releasing code to production every three weeks. We probably did 1,000 stories in the first quarter. We’re producing functionality that causes our business team in New York to say “Wow! We’ve been waiting for this!”

With our customers, they are seeing a recurring steady stream of new product features, sub-system improvements, and most importantly service availability enhancements. Every three weeks, we deliver for our customers new enhancements based on unique business intelligence, and then we do it again. That kind of productive environment fuels a great culture, and then we have a virtuous cycle: people engaged in a great culture leads to even more productivity.


Is your enterprise looking to work with Dennis and his team to optimize delivery and logistics? Send us a quick note.



Three Strategies Your Delivery Business Can Use To Improve Your Delivery Zones

Smart delivery zones lead to faster delivery and more revenue.

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For companies like yours looking to grow their delivery business— in food, cannabis, laundry, and beyond—it’s not just a matter of trying to attract as many orders as possible. Sometimes it’s about making data-driven decisions so that the deliveries you make from each store are the right deliveries.

Specifically, it’s about getting your delivery zones right. When your enterprise has defined your delivery zones in a smart way, you end up slashing delivery times, which drives more customers and revenue. In fact, at GetSwift we’ve seen that when delivery times decrease by more than 30 percent, a customer’s order value increases by an average of 12 percent. Moreover, these customers also return to buy about 4 times more than a customer who experienced a slower delivery.

So, how do you start to refine your delivery zones? Let’s focus on three big steps to get your delivery business going on a smart path.

Dive Into Data

First, it’s about diving into your data. (If you’re not collecting your delivery data, GetSwift’s delivery management system can help with that). You can start by looking at a map or table of a day’s or week’s deliveries from one of your stores, and calculating your average delivery time.

Then look for any outliers—any deliveries that were far away from all the others. Try eliminating those long trips from your data, and then go back to look at your average delivery again. If your average delivery time drops significantly, that’s one sign it may be time to stop delivering to those customers from this store’s delivery zone.

While declining a customer is a tough decision, in the end, if the outliers are dragging down your delivery times and the efficiency of your shift, it’s the smart move.

Know Your Algorithm

Second, know that technology is here to help in myriad ways. Most importantly, it’s about a good algorithm. Right as a customer places an order, the algorithm should determine if that delivery would be efficient for your operation at that time. (At GetSwift, we can even tweak these algorithms to suit your unique business). If the algorithm determines it wouldn’t be efficient, there are at least a couple of options.

One option is declining the order by sending the customer a message that you’re too busy at this time. While declining an order should be rare, it doesn’t mean it’s out of the question. If a distant customer is going to hurt your other deliveries, it just might make sense.

Another option is: the algorithm could send a job request to another store that’s better positioned to deliver to that customer. For example, if a customer places a delivery order in Midtown Manhattan to your franchise in the Hell’s Kitchen neighborhood whose drivers are all already downtown, the algorithm could determine that it would be faster and more efficient to deliver from your store on the Upper East Side.

Algorithms can also accomplish much more than ensure that your driver’s routes are optimized. For example, smart dispatching software can group the right orders together and hold orders back until there are enough being made from a certain area. The point is there are efficiencies to be inserted at various stages of delivery, and all it takes is the right tech and the right delivery management system.

Add Stores or Warehouses

Third, just because you want to grow your delivery business doesn’t necessarily mean you should be decreasing your footprint of walk-in stores. If you want to do more delivery and carryout business, you may have to consider adding more locations. Domino’s, which surpassed Pizza Hut to become the #1 pizza chain in the U.S. in 2017, is mastering this strategy by planning to add 2,000 new locations by 2025 because, according to Domino’s’ Chief Operating Officer, “proximity matters. It allows for better service.”

Sometimes this strategy leads to splitting a franchise in two, which you’d think might be bad for one individual franchise, but, in fact, it lets each store provide better delivery and takeout service (namely: better quality pizza) and deliver faster. For instance, when one Domino’s Las Vegas area went from three to four stores, average annual sales increased by an average of $42,000 per store, according to Forbes.

In sum, being smart about your delivery zones is crucial to your growth and success in delivery. The good news is you and your team can start by looking at the data and making recommendations rather quickly. Download the data, come to conclusions, and then start running some tests with your fleet of drivers. You can always start small, but make sure you have a logistics technology provider to help you out along the way.

Is your company looking to get started with delivery logistics software? We’re here to help. Get in touch.


The First 5 Steps To Create a Great Customer Experience in Last-Mile Delivery

It’s easy with GetSwift’s delivery logistics software.

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In the last mile of delivery, customer experience is fundamental to your business. And that’s not just lip service or a pitch from your marketing team. A good customer experience keeps your customers informed and updated so they can plan their day, encourages them to buy again, and gives your business essential data to grow.

Although customer experience means something a bit different in every industry, there are some easy steps business in almost all industries can take. These five steps are all simple to implement with the right delivery logistics software, and here they are:


1. Create SMS Alerts

One text message can change your customer’s day. All it takes is a friendly SMS telling them when the delivery is expected to arrive and a customer can make plans, save time, and know exactly when they need to either leave their laptop to head downstairs (or across town).

You can also easily customize the text of these SMS messages to add a little bit of your brand’s magic, stay consistent with your brand’s voice, and even delight your customers by choosing the name of the sender that pops up on their screen. You can also enable automatic replies so that, if a customer texts back, that message is immediately emailed to your team to address, and the customer receives a phone number and email address to contact if they still need help.

These alerts are easy to set up, and once you have, you may find that the 5-star reviews will start coming in—in the form of both online reviews and direct feedback (more on that later).

2. Provide Real-Time Tracking & Live ETAs

According to an analysis we did of GetSwift’s clients, when a company gives customers live tracking, customer retention increased by 31 percent and order size jumped by 12 percent. If you spend some time reading online reviews on Google, Yelp, Weedmaps, you’ll also quickly see how much customers love having live tracking.

The live tracking map is rich with information. You can include your logo, the driver’s name, and the ETA around the map, along with a way customers can contact the driver with just one click.

3. Set Up Your Customer Booking Form

You might deliver for the same, regular customers each week and you just need a simple way for them to book new delivery requests with your business. With a white-labeled customer booking form, those customers can book with you in seconds, rather than have to spend time emailing, calling or texting your staff.

With just a few clicks in your GetSwift dashboard, you can easily create a booking form for each of your customers and invite them to set up an account. Once they do, they can use the same booking form—white-labeled with your logo—over and over again to book new jobs, which will instantly show up in your GetSwift map to dispatch and manage.


4. Add Proof of Delivery

Proof of Delivery may or may not be necessary for your business, but it’s easy to add to your optimized delivery journey, and even customize it so that a driver can add any notes and take photos. While the customer may not receive an immediate benefit when they give a handler their signature, any notes and photos will help down the line if your customer service or sales team needs to address a problem. So it’s a step worth considering, and, of course, setting it up is simple.


5. The Last Step: Get Customer Feedback

With delivery management, great customer experience doesn’t mean being perfect. Mistakes will happen—sometimes due to circumstances beyond your control like traffic and weather. However, great customer service experience does mean turning a negative into a positive.

After a customer receives their delivery—whether that’s flowers, cannabis, or pizza—they should automatically be sent another SMSlinking to a customer feedback form (you can easily set this up). That way, your team immediately knows if something went wrong or they’re less than happy, and you have options to contact the customer to apologize and try to make it right. Trying to fix a problem immediately shows that you care, and means you have the option to address their concerns before they post a negative comment online, which will hurt your business even more.

Customer feedback also turns into customer data, which you can use to improve your operation to provide even better customer experience as you grow.

In closing, keep in mind that not every business is going to deploy all five of these steps. You may choose to not send a live tracking link or use proof of delivery. In the end, you’ll choose what’s to optimize delivery for your business. But whether you implement one of these steps or all five, you’ll be on a path to providing a much more delightful experience for customers, and a more useful experience for your business.


Are you looking to get started with delivery logistics software? We’re here to help. Get in touch.


5 Reasons Your Delivery Business Should Use Your Own Drivers

Fleet management comes with up-front costs, but the long-term benefits are major.

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As a growing delivery business, it’s a good bet you’ve debated whether to partner with third-party food delivery apps such as UberEats, Grubhub, and Doordash. While there are some benefits to relying on these apps (namely: they send you business!), there are often much greater benefits—in the short- and long-term—to delivering from your own fleet of handlers.

As a provider of delivery logistics software, we’ve witnessed the major benefits directly from our customers across dozens of industries. Here are five big reasons you should consider managing your own fleet:

1. Own customer experience from end to end

When delivering food (or furniture, groceries, even laundry), mistakes can happen. Food may spill over into the bag or it might arrive cold or later than expected. The problem is, your restaurant will very likely get the blame for it whether it was your fault or not. Even if a third-party made the delivery, the calls and the bad reviews are coming your way.

But when you operate your own fleet, you can not only prevent lots of mistakes, but you can also own them. You know exactly why food arrived cold, late, or spilled, because you can either see what caused the bottleneck on your dashboard (provided by GetSwift) or you can chat with the handler. You can address the issue with the customer, develop solutions (like better packaging), and ensure it’s less likely to happen again.

2.  Address complaints instantly

When you do get that call from a customer who wants to know where their delivery is, both you and your customer will have varying levels of visibility into a third-party handler’s location. And so it may take a while to find an answer.

However, if you run your own fleet—and use the GetSwift map pinpointing your handlers’ locations—you can give all your customers a live tracking link, making them less likely to call you in the first place. And if they do call, you can answer your customers’ questions in an instant.

Armed with that information, you can make decisions to better serve that customer. You might just let them know that the driver is finishing up another job first. Or you might see that another driver is nearby and reassign the order. You can also make a quick call to your team and figure it out. The point is: you have the control.


3. Represent your brand

Every one of your drivers can be an ambassador for your brand, and has the ability to delight your customers and turn them into more loyal followers. If it’s part of your brand to be super nice and helpful, and you instill that attitude in your drivers, customers will notice and write reviews.

It goes further than attitude. You might also want your drivers to dress to a certain standard to match your brand, something you can’t control with third-party services. And when you have your own drivers, you can give customers and drivers their your own white-labeled app, which puts your brand stamp on more touchpoints and gives you control over the customer experience.


4. Motivate your team

With your own drivers and delivery logistics software, you get detailed data on every hander’s performance and your fleet’s KPIs. That means you can track average delivery times, analyze, and then motivate your whole team or individual members to improve. You can get data on outliers and figure out why any delivery took too long, and deal with underperformers. Finally, you can help your team grow their careers. When one of your drivers keeps getting 5-star reviews, it might be time to put that person on track for a promotion.


5. You own the data to make data-driven business decisions

Number 5 really serves as the exclamation point. When you rely on online food delivery apps like GrubHub or Doordash, you don’t see much of that data. Even though it’s your food being made and delivered, it’s now Uber’s delivery data.

However, when you manage your own fleet, you also own your own delivery data, giving you the tools to evaluate how to get more customers and grow revenue. For example, you can know which customers ordered which items—and when—allowing you to market more of the products they probably want directly to them, and grow revenue. You can track specific KPIs like time-to-dispatch or driver in-store-wait-time to know exactly what’s slowing down delivery, or measure your monthly progress on big KPIs like average delivery time to motivate your team.

All in all, as a delivery business, it just makes good business sense to have your own drivers. You and your team can take ownership of the customer experience from end to end—making it true to your brand—and you can use data from your operation keep your team accountable, track overall performance, and leverage your data to reach more customers.


TO LEARN MORE ABOUT HOW GETSWIFT’S SMART DELIVERY PLATFORM CAN ELEVATE YOUR BUSINESS, GET IN TOUCH WITH US.



The GetSwift App ‘Changed The Game’ For the Drivers At Billiard Factory

Live tracking and photos have elevated customer service at the game-room furnishings retail company

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About a year ago, Billiard Factory, which delivers game-room furniture from 10 stores across Texas, Nevada, and Florida, was running on manual. Prior to starting a delivery, drivers would have to make phone calls to customers to let them know when their deliveries were scheduled to arrive. After the delivery, drivers would have to jot down any problems (like a scratch on a pool table) on a paper receipt that would sit in a truck all day and not be seen be a dispatcher until the following day.

All this manual work led to all sorts of potential for mistakes—before and after delivery. Some drivers would occasionally forget to call (meaning they could show up unannounced with a pool table in-hand) and others weren’t very comfortable talking on the phone. After a delivery, Billiard Factory had very little immediate visibility of any problems or customer complaints.

But Billiard Factory has now conquered these problems after adopting GetSwift’s driver and customer apps. Before a job, a text message gets automatically sent to customers giving them a live tracking link and an ETA, allowing them to plan their day around the delivery. And when drivers complete a job, they’re now automatically prompted in their GetSwift app to take photos, get signatures, and type any notes. This data is immediately seen by dispatch.

“Now, we get instantaneous feedback not only with notes but with pictures,” Ken Santoro, the IT Director at Billiard Factory, said. “We can take action on those issues before the driver gets down the street.”

“We get back to the customer before they even have a chance to call us or write a bad review,”  Santoro said.

The big benefits of the app: Visibility and Automation

(Driver Patrick Disney on the GetSwift app)

(Driver Patrick Disney on the GetSwift app)

For one of Billiard Factory’s most senior installers, Patrick Disney, and his colleagues, the app has been a game-changer. Now, with the click of a button saying he is on his way, the customers he serves get a live ETA. He also clicks when he’s at the job (to let dispatch know) and when it’s completed. If you’re counting, that’s only three times that he interacts with the app during an entire delivery.

“It’s a very simple process. I can’t really complain about the little bit that I have to do,” Disney said.

But the biggest benefit he’s seen is how much the automated alerts and live tracking help customers plan their day.

Disney told the story of a customer with a beach house an hour-and-a-half from Houston, where she was at the time. “By getting her that automatically-sent GetSwift text, she was able to drop a few things, head out to the beach early, and meet us at almost the exact same time that we arrived,” he said.

“They love knowing where the drivers are at,” Santoro added. Since using the app, “customer satisfaction is way up.”

While it doesn’t happen often, something can go awry –like a driver makes a mistake or a foosball table arrives damaged—customers end up happy because the problem is immediately addressed.

“While we can see some customers are disappointed that the product came in damaged or there was a scratch, a driver will still get a 5-star review. A lot of that has to do with the driver’s know-how but a lot has to do with transparency,” Santoro said.

Using GetSwift To Elevate Their Game

Now that they have so much more transparency into their delivery operation, Santoro sees endless possibilities.

First, sales reps—who also have access to the GetSwift data—can manage all their sales cycles more effectively. The day after delivery, they can make follow-up calls armed with the photos and notes from the day before. Second, Billiard Factory can start turning installation data into business intelligence: When they know exactly how long each piece of furniture takes to install, they can plan accordingly.

Most importantly, GetSwift has helped Santoro with his #1 IT initiative: wowing customers.

“GetSwift brings transparency to our deliveries and takes our game to the next level. It’s the final piece when it comes to perfecting delivery and wowing our customers,” Santoro said.

To learn more about how GetSwift’s smart delivery platform can elevate your business, Get in touch with us.



Hey! How One Text Message Can Improve Your Customer’s Day

Why SMS Alerts are key to any delivery experience

-Pegeen Stone

Some delivery businesses we work with at GetSwift have their doubts about SMS Alerts. One common worry is: “If I send SMS alerts, will I bother my customers?”

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In a word: No. Predictable delivery is not just a convenient, nice thing to have anymore—it’s expected. Your customer is building how they spend their day, night, or, in the case of large delivery like a couch or a refrigerator, their week around this delivery. Text messages are a great way for customers to manage their time, interact with your brand, and even get prompted to contact your team if they need to change the delivery time.

Text alerts have also become common courtesy. Remember the days of sitting on your couch wondering when your Chinese takeout will arrive and having no idea if you can take a shower or walk the dog—or not? Those days are long gone.

The best part? Automated SMS alerts can be set up in minutes on GetSwift. You can learn how easy that is on our support page.

As you set up SMS alerts, here are some awesome things you do to add a flourish to your messages:

First, you can automatically personalize each SMS Alert just by adding a field for the customer’s name and the driver’s name when you set up your alerts. You can also choose to add links to a Live Tracking Map, Live ETA, or a feedback form.

Second, you can add your own branding. Write the message in your tone of voice and choose the name of the sender that pops up on your customer’s phone.

Third, you can choose which events will trigger an SMS alert. Here are the events that could trigger an alert: New Job Started, Task Accepted by Handler, Delivery En Route, Delivery Completed, and Delivery Cancelled. Choose all 5 or just one.

In sum, giving customers an accurate prediction of when their delivery will arrive is a must-have for delivery businesses, and SMS alerts a great way to do it. With GetSwift, you can customize those messages to your needs so that your customers are kept informed, at ease, and, most importantly, excited about your products and their delivery.

For a guide to setting up SMS alerts, head to our support page. To learn how GetSwift can help you conquer the chaos of delivery, get in touch.


The Dispatcher: Issue 6

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How Location Intelligence Enhances The Customer Experience

Location intelligence, when combined with the vast amounts of operational and customer data owned by most retailers, delivers greater efficiencies and levels of customer experience that were previously unattainable.

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Amazon Is Now Texting Arrival Times For Package Deliveries — Here's How It Works

Amazon has started texting customers to let them know what time their packages will arrive.

The text notifications are still in testing phase, so they aren't available to all customers, an Amazon spokesperson told Business Insider.

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Chains Start Charging More For Delivery Orders

Restaurants raise prices for delivery as providers ease requirements and say they've had little pushback from customers. 

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4/20 Broke Marijuana Delivery Websites Everywhere

April 20 - or 4/20 as it's commonly referred to - is undoubtedly the marijuana industry's biggest day. So it's no surprise that a lot of weed was bought, sold and smoked last Saturday. But even though licensed retailers and couriers knew there would be a huge spike in cannabis purchases last weekend, many couldn't supply enough weed to meet consumer demand. 

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Domino's Leaning On Fortressing To Improve Delivery, Not Third-Party Aggregators

"What happens when you have a service failure?" he said. "Who is to blame?"

With 62% of diners blaming both restaurants and delivery companies for bad business, it makes sense that third-party delivery is just a risk Domino's isn't willing to take. 

GetSwift Appoints Terrance White to Board as Non-Executive Director

Brings Over 40 Years of Commercial and Growth Experience

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NEW YORK--(BUSINESS WIRE)--GetSwift Limited (ASX: GSW) (‘GetSwift’ or the ‘Company’), a leading provider of SaaS logistics technology, today announced the appointment of Terrance White to the GetSwift Board of Directors. Mr. White brings over 40 years of experience directing, advising and investing in private and public companies from early-stage tech start-ups to the Fortune 250, with extensive experience in international business development, sales management, and marketing.

“I am excited to join GetSwift’s Board of Directors at this time of significant growth and expansion for the Company. GetSwift has built a world class senior executive team that from a leadership, strategy, product, technology, and operations standpoint that is second to none. Their recent acquisition of two complimentary SaaS platforms and their integration to meet customer needs in the last mile and workforce management demonstrates a unique ability to execute rapidly the lessons their business intelligence data is giving them,” Mr. White said. “I look forward to drawing on my experiences scaling organizations - particularly revenue teams - to help GetSwift scale while growing the top line.”

Bane Hunter, Chief Executive Officer and Executive Director said, “Terry is an outstanding global executive with a wealth of experience particularly in the North American markets. His insight, advice, networks and experience will be most welcome. We are delighted to add such an accomplished director to the Board and to the Company. We look forward to working with him in the boardroom to create long-term shareholder value.”

Mr. White previously served for 30 years in successful leadership roles for NYSE publicly listed Genuine Parts Company (GPC). His last 11 years at Genuine Parts were as President of its Rayloc Division. He was previously GPC’s Vice President of Sales and Executive Vice President of NAPA, one of the world’s best-known brands. Over his career, he has been involved as an advisor, investor and/or board member for several technology firms including NanoLumens, Interpoint Partners, DIS, and Gauge Insights. Engaged in the Atlanta community through numerous memberships and affiliations, he serves on the Board of Trustees of Oglethorpe University and the Children’s Healthcare Research Trust and is an active member of the Atlanta Rotary Club.

Consistent with the Company’s focus on revenues and scaling the business to meet global demand, the Company intends to shortly appoint a new Independent Non-Executive Chair with strong growth and governance experience. Importantly, once all appointments take effect, the Board will continue to have a majority of independent directors.

Annexure: Proposed equity grant

Subject to receiving shareholder approval, GetSwift proposes to issue an aggregate 300,000 options to subscribe for one fully paid ordinary share each in the capital of the Company (Options).

These Options are intended to be offered to Mr. White or his associates, consistent with US market practice for emerging growth companies and consistent with the previous options awards made to Non-Executive Directors.

In accordance with commentary in the ASX Corporate Governance Council Principles and Recommendations, these securities issued to non-executive directors will not have performance hurdles. Further, they will not vest if the recipient ceases to be a director of the Company.

The Options will be granted no later than 1 month following shareholder approval, with an exercise price for each Option being the 30-day VWAP for shares in the Company immediately prior to the grant date.

Over 3 years, the Options will vest in equal quarterly installments, but they may only vest if at the time of the applicable vesting the recipient is still a director of the Company. The Options expire 10 years after their issue date.

Adjustments to numbers of options and exercise price are only as permitted under ASX Listing Rules. If the shares resulting from the exercise of the options are issued and not transferred, the Company will immediately apply for quotation of the shares. The Option terms will include acceleration of vesting for change of control or liquidity events. Options are not transferable prior to vesting, other than to estate planning vehicles. At the request of the Option holder and subject to all applicable law, options may be net exercised.

About GetSwift Limited
Technology to Optimise Global Delivery Logistics

GetSwift is a worldwide leader in delivery management automation. From enterprise to hyper-local, businesses across dozens of industries around the globe depend on our SaaS platform to bring visibility, accountability, efficiency and savings to their supply chain and “Last Mile” operations. GetSwift is headquartered in New York City and is listed on the Australian Securities Exchange (ASX:GSW). For further background, please visit GetSwift.co.


Contacts

Media enquiries: John Jannarone: jjannarone@getswift.co
Investor enquiries: investors@getswift.co
Company Secretary: Sophie Karzis: skarzis@getswift.co +61 3 8622 3351

In An Industry Still Modernizing, HERB Makes Cannabis Delivery As Consumer-Friendly As Pizza

How HERB built a brand on fast delivery, with a little help from GetSwift

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Over a half decade ago, before recreational marijuana was even legal in California, Bobby and his business partner at Los Angeles-based HERB started thinking about delivery.

Nearly everyone receiving delivery of that beloved green herb had an experience that left something to be desired: quickly opening the doors of an unfamiliar car, no clue who the delivery person is, no real explanation of the product. And also potentially unsafe.

When Bobby founded HERB, which has since become a delivery service known for its customer service and ultra-quick delivery times (just look at reviews on Leafly or Google for proof), with routine 30-minute deliveries in the notoriously congested city, he wanted to radically change the notion of user experience when purchasing cannabis products.

“We wanted cannabis users to achieve the same level of convenience that they were achieving in all other aspects of their lives,” Bobby said. “You can order coffee to your office or your home, you can get food delivered any time you want. Why not cannabis?” he asked.

The Early Days

From the start, HERB decided to build its business on two pillars: being digital first and giving world-class customer service (both, of course, include delivery). Simply creating a website helped them stand apart. Five years ago, most cannabis retailers didn’t even have a website, so the fact that HERB built one that looked nice with a wide product selection and in-depth product descriptions was groundbreaking.

In terms of customer service, Bobby knew that creating the right experience for users meant giving them knowledge and attention. He said consumers had been misled about cannabis for a long time and it was HERB’s role to come in and help educate them.

In the early days, “Our customer service line was lit up all day long, where we would literally just talk to people—15-, 30-, 45-minute conversations—about what they wanted to achieve through cannabis use and how they might be able to get there,” Bobby said.

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Scaling Up & Transforming Delivery

Customer service, of course, is also about speed and convenience, especially since the competition is fierce. If you’re not consistently fast, customers have the option to just walk to a dispensary to purchase flowers.

The company has since been able to promise that speed to customers, offering “Free, Fast Delivery” that will “arrive anywhere from 15-45 minutes” right on their website. (That’s in contrast to the normal delivery time promised by competitors, which is typically over an hour, Bobby said).

As the company has scaled up, the way to achieve that speedy delivery has changed, though.

In their first year, Bobby and his team were dispatching and communicating to their handlers via text message, something that at a small scale, worked just fine. But soon after, they started using the GetSwift platform to keep track of hundreds of deliveries and dozens of routes at once.

“As we began to scale, dispatching and routing became a really complex thing to do,” Bobby said. “Keeping all the information straight, keeping the routes straight, and ensuring that everything is going as planned, is really a feat in itself.”

“Without using a logistics platform like GetSwift at the scale that we’re at, it would be very difficult to execute on the promises that we make our customers,” he added.

GetSwift Gives Flexibility, HERB Nails The Execution

For Bobby, the beauty of GetSwift’s platform is its adaptability.

“The platform is built in a way that it’s easily customizable, so if you need to add or delete fields, if you want to go automatic dispatch as opposed to manual dispatch, you can do all of those things...It’s very open source,” Bobby said. And the fact that he can call GetSwift’s team if a problem arises and quickly get an answer has been a big help, too, he said.

However, the software is just the foundation. It’s the execution that makes HERB stand out from competitors, Bobby said.

“How you use (GetSwift) and how well-trained your employees are and how much they’re hustling is truly what makes the difference at the end of the day,” he said.

The Many Facets Of Delivery Experience

When you take a look at reviews of HERB on Leafly, you quickly learn what customers like about the HERB platform, and they are all things that a last-mile logistics platform can help businesses achieve.

On Leafly, customers raved about the fast sign-up:

“The delivery service is amazing, quick verification and easy ordering.”

And the Live Order Tracking and SMS Alerts:

“Herb is the best service. I’ve used them for over two years now. They allow credit cards upon delivery and they use a convenient app to track your order!”

And the flexible payment options:

“Herb is great! Wide selection, arrives in a timely manner, friendly delivery people, and arrives in a cute box. You can use a card or cash and the checkout is easy. I use Herb exclusively!”

Finally, it looks like you can’t beat their speed:

“They always arrive in like 30 minutes or less! Fastest of all the deliveries! They are super professional and each delivery comes in a cute little package with info on your product.”

The reviews go on and on (in the hundreds). But if you think HERB is going to rest on its laurels (or its flowers), you just wait. This is just the start of Bobby’s big ambitions.

“Our primary goal is maintaining our status as the best delivery platform in the state and hopefully we’ll be able to expand nationally and worldwide at some point,” Bobby said.


To learn more about how GetSwift’s smart delivery platform can elevate your business, Get in touch with us. 

How To Turn Your Worst Day Leading a Delivery Business Into Much Easier Days Ahead

By Joel MacDonald, GetSwift co-founder

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When I led Liquorun, a delivery startup I co-founded in Melbourne in 2013, my team and I started out every day with a series of questions: “What was the weather going to be like? Any sporting events? How many drivers do we have? What did business look like on this day last year?” Using this data, we planned our day. 

But it didn’t always work out as planned—a common problem in this line of business. Some days we got slammed by unexpected problems, causing all of us who would normally work the phones to hit the road ourselves in cars, bikes, and scooters. Here’s the story of one of those days, how we got through it, why we added another question to our daily repertoire, and the steps we took to make our delivery operation much more efficient and effective—steps that you and your team can take too. 

Here’s what happened…

One day, most of our drivers called in sick. It was bizarre, we had no idea why it was happening, and we were scrambling. Only later did we figure that India was playing in a big cricket match at the Melbourne Cricket Ground, and many of our drivers at the time were of Indian descent. Not only did we have to deal with the traffic that comes with a major sports event, but we didn’t have enough handlers to work a busy day of deliveries (some of which were probably fans ordering a beer to watch the match). 

It was chaos. I was on the road and our staff that normally handles calls was too. It was painful. 

The first lesson: include more data in your model 

The cricket match taught us lots of lessons. First, we had been excluding some small yet critical data: sporting events. We started entering that into our models we used to determine how large of a fleet we’d need that day, and when and where to deploy drivers. 

Second, we developed a crucial strategy: let’s keep a contingency fleet—a group of drivers who would get a bonus if they were ever called up—at the ready. These days, we see this model in the form of the more sophisticated surge pricing from companies like Uber and other urban logistics platforms. 

How’d we determine if the backup fleet was needed? We took a look at the historical data, asking how often orders were placed in our different delivery zones (this was very manual still). If the demand was much higher than the supply of drivers, we knew we needed to have the reinforcements in that zone. That evolved into a program running in the background that would advise drivers to stay in a certain area because deliveries would be coming and dramatically helped planning the roster each shift (a program that, with others, would eventually evolve into Version 1 of GetSwift).

The next step: make a list of your challenges 

A shortage of drivers is just one issue your delivery operation may face. Your next step is to break them all down, one by one. Some examples could be:

  • driver supply

  • long trip times

  • long trip distances

  • traffic 

  • high peaks and low troughs of demand

  • unreliable drivers

  • dispatching decision-making

  • customers not knowing where their delivery is

Let’s take a look at the average time of the trip. If you export all your trip times into an excel sheet with some other basic information like destination, starting zone, time of day, distance, the number of drivers in your fleet, you can start to learn a few things. Look for outliers—any trips that took a really long time—and eliminate them. See how much it affects the average. If the result is a much lower average delivery time, you might consider doing what we did at Liquorun, consolidate your delivery zones. 

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Although eliminating one or two zones means losing some potential customers, you will likely gain something much more important, the customers who are delighted regulars and buy more, which outweighs the cost of a lost customer that you might have originally wanted to service. A similar analysis could remove one low-performance driver from your data. If that significantly improves your delivery time, maybe it’s time to have a hard conversation with that driver. 

In sum, think of your operation as an organism and look at it from a macro standpoint. Every single data point impacts every other data point within the organism. To keep the organism healthy, sometimes you need to pull out or add a couple of data points. And folks, this optimization never ever ends! You have to keep testing and refining to keep getting better.

Test, test, test. Then test. 

Finally, real-world testing, aka trial-and-error, is the key to improvement. That’s the only way you can learn if your theory, based on data, helps your business. You can test literally anything—from what might happen if you eliminated two delivery zones to what if you doubled your fleet size.

Your tests can go beyond driver management into marketing and e-commerce. For Liquorun, it was as simple as changing the button color on the home landing page from green to blue. Once we did, we were surprised at the outcome. We started getting 30% more visitor entries to our menu page. Be curious. What else can you improve? It’s really fun and you can find profound results. Test against your bias and let the data tell you the story.

Where to go from here

Being a delivery operator is a day-to-day grind. But there are concrete steps you can take—even beyond calling platforms like GetSwift and  Delivery BIZ Pro, a platform we recently acquired—to solve a lot of your pain. Starting today, you can dig into the data and test it out on the road. In doing so, you’ll not only be making immediate improvements but also laying the roadmap for your future success, so you can conquer the chaos of delivery and start loving your last mile. 

Interested in conquering the chaos? GetSwift can help you start improving your delivery operation in hours. Get in touch

A personal snapshot of our Founder & President in today's The Native Influence.

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An excerpt from Joel MacDonald’s Native Influence profile.

Find the full version here.

How do you motivate others?

I think any good leader understands the concept that no individual is the same and each has a different hierarchy of needs. The leader’s job is to understand the needs hierarchy of that individual and augment that with the broader common movement of a group, team or organization in order for all stakeholders to reach a level of purpose, achievement, motivation, and fulfillment. It’s also probably a good idea to do an audit of yourself first about your own hierarchy of needs and what drives you as a person to have a better and more empathetic perspective on the people around you.”

— Joel MacDonald

GetSwift Appoints Marc Naidoo to Board as Non-Executive Director

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NEW YORK--(BUSINESS WIRE)--GetSwift Limited (ASX: GSW) (‘GetSwift’ or the ‘Company’), a leading provider of SaaS logistics technology, today announced the appointment of Marc Naidoo to the GetSwift Board of Directors. Mr. Naidoo brings over 20 years of technology and governance experience to GetSwift.

Marc Naidoo joins the Board as a seasoned senior technology executive with global experience in managing IT systems and infrastructures in large geographically diverse companies. He also has significant experience in governance across large technology groups in senior management positions in Asia Pacific, Europe, and Latin America.

Mr. Naidoo is currently GM of Technology for Global Finance Transformation at Toll Group, which operates a vast global logistics network across 50 countries with over 40,000 employees that provides diverse freight transport services including road, rail, sea, air, and warehousing.

“I am thrilled to join GetSwift’s Board of Directors during such an exciting period of hyper growth for the Company. GetSwift’s position as leading global SaaS provider is well-known as it accelerates its penetration into international markets particularly North America,” Mr. Naidoo said. “I look forward to leveraging my deep experience in growing technology organizations and in governance to help GetSwift achieve its goals.”

Michael Fricklas, Independent Non-Executive Chairman of the Board of Directors said, “Marc brings significant technology experience particularly around optimizing and growing organizations.” Mr. Fricklas said, “On behalf of the Board, we look forward to working with Marc and to the contributions he will make to the Company as it grows organically and inorganically in the coming years.”

Bane Hunter, Chief Executive Officer and Executive Director said, “Marc is a world class executive with tremendous technology and governance experience. We are excited to add such a valuable person with core technology and logistics strengths to the Board and to the Company. I am excited to welcome him and look forward to leveraging his experiences as the Company continues its global expansion and for creating long-term shareholder value.”

Mr. Naidoo’s previous technology experience also includes senior roles at NBN Australia’s Broadband Network, BHP Billiton, Foxtel, and General Motors including CIO of General Motors Australia and New Zealand. Over his career, he has successfully delivered several digital transformations, Big Data initiatives and organizational transformations with a strong focus on the customer and operational stability.

Annexure: Proposed equity grant

Subject to receiving shareholder approval, GetSwift proposes to issue an aggregate 300,000 options to subscribe for one fully paid ordinary share each in the capital of the Company (Options).

These Options are intended to be offered to Mr. Naidoo or his associates, consistent with US market practice for emerging growth companies and consistent with the previous options awards made to Belinda Gibson, David Ryan and Michael Fricklas.

In accordance with commentary in the ASX Corporate Governance Council Principles and Recommendations, these securities issued to non-executive directors will not have performance hurdles. Further, they will not vest if the recipient ceases to be a director of the Company.

The Options will be granted no later than 1 month following shareholder approval, with an exercise price for each Option being the 30-day VWAP for shares in the Company immediately prior to the grant date.

Over 3 years, the Options will vest in equal quarterly installments, but they may only vest if at the time of the applicable vesting the recipient is still a director of the Company. The Options expire 10 years after their issue date.

Adjustments to numbers of options and exercise price are only as permitted under ASX Listing Rules. If the shares resulting from the exercise of the options are issued and not transferred, the Company will immediately apply for quotation of the shares. The Option terms will include acceleration of vesting for change of control or liquidity events. Options are not transferable prior to vesting, other than to estate planning vehicles. At the request of the Option holder and subject to all applicable law, options may be net exercised.

About GetSwift Limited

Technology to Optimise Global Delivery Logistics

GetSwift is a worldwide leader in delivery management automation. From enterprise to hyper-local, businesses across dozens of industries around the globe depend on our SaaS platform to bring visibility, accountability, efficiency and savings to their supply chain and “Last Mile" operations. GetSwift is headquartered in New York City and is listed on the Australian Securities Exchange (ASX:GSW). For further background, please visit GetSwift.co.

Contacts

Media enquiries: John Jannarone: jjannarone@getswift.co
Investor enquiries: investors@getswift.co
Company Secretary: Sophie Karzis: skarzis@getswift.co +61 3 8622 3351

GetSwift allows this Meals-on-Wheels provider to put real-time tracking in Seniors hands.

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GetSwift allows this Meals-on-Wheels provider to put real-time tracking in seniors hands. Real-time tracking of deliveries is the new norm, and it’s working even for folks we sometimes assume aren’t so hip with technology: the elderly.

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A new partnership between GetSwift and Somerville-Cambridge Elder Services (SCES) in Massachusetts is allowing older people who rely on free hot meals to accomplish all sorts of new, important tasks: track their meals in real time, receive text message notifications, cancel orders, and more.

The older generation is getting it done right from a simple SMS message to their smartphones—being able to track the location of their hot and cold meals, snacks, and frozen foods in real-time. SCES alone served more than 240,000 meals last year, part of the over 2.5 million Meals-on-Wheels delivered across the country.

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Somerville-Cambridge Elder Services (SCES) utilizes GetSwift to send text notifications when a delivery is scheduled and when the meal is on its way, which is crucial because we all know there’s nothing more important than a fresh, healthy meal.

For SCES, the GetSwift platform allows them to improve their customer service, become more efficient, and reduce food waste. Their customers no longer have to call them to check on a driver’s ETA—instead seniors can see the driver’s route in real-time, along with an ETA, right on their smartphones.

S.C.E.S implemented GetSwift with its client base last fall and both their drivers and customers are benefitting from the upgrade in technology.

GetSwift is a global leader in delivery management automation and is proud to be in a supporting role behind SCES, a nonprofit elder services agency that’s dedicated to helping people maintain independence and well-being at home, by providing services, supports, and information.

For more information about how GetSwift can transform your Customer Experience, contact info@getswift.co

The Dispatcher: Issue 5

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Wary of Third-Party Delivery, Some Restaurateurs Say, 'It's a Parasitic Relationship.' 

Unlike an increasing number of casual restaurant owners in Pittsburgh, Sonja Finn is fending off food-delivery companies because they undercut the very reason she opened Dinette.

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Tips to Crafting a Winning Delivery Strategy


L.E.K Consulting recently released a report predicting delivery sales would grow at more than three times the rate of on-premises revenue through 2023.

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The Last Mile


In the world of e-commerce, customers want two things: faster shipping times and cheaper prices. As companies compete along these two metrics, squeezed margins force new innovations in efficiency. 

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Autonomous Food Deliveries (And Robots) Put To The Test

The last mile can be vexing for firms aiming to get their products in the hands of consumers. For food companies, the logistics of the last 10 feet can prove a challenge as well.

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Swift Tip: Add Custom Proof of Delivery Fields

Do you need additional information from your customers or drivers as the order is being completed?

 We can help you add these custom fields, such as "# of Boxes" or "POD Name".  

GetSwift is transforming last mile delivery for end-to-end with two new acquisitions!

GetSwift, a leader in last-mile delivery technology for everything from pizza to alcohol and other goods, took aim at that problem with two new acquisitions. The acquisitions—of North American delivery management platform Delivery BIZ Pro and a popular workforce scheduling provider, Scheduling+—are part of the company’s ongoing strategy to unify all the technology needed to address every step of online food delivery, from farm to restaurant kitchen to the home. GetSwift hopes to capture business that even e-commerce giants have had trouble nailing: streamlined delivery technology from end to end.  

The Dispatcher: Issue 4

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Logistics Market Expansion Dominated By Manufacturing, Retail  

The nightmare of 2013, and the roughly two million packages that were delivered late, still looms large in the minds of retailers, carriers, and customers. So let’s check in to see how some of the largest logistics providers and retailers are preparing for this 

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The World’s Most Valuable Resource is No Longer Oil, but Data

A NEW commodity spawns a lucrative, fast-growing industry, prompting antitrust regulators to step in to restrain those who control its flow. A century ago, the resource in question was oil. Now similar concerns are being raised by the giants that deal in data, the oil of the digital era.

 

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These are the Transportation & Logistics Predictions Business Insider Intelligence got right for 2018

At the end of 2017, we outlined five predictions for the transportation and logistics industries for the year ahead. We're now revisiting those predictions to see how they stood the test of time.  Here's what we got right about 2018.

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Amazon To Expand Whole Foods: Is AmazonFresh Strategic? Will Amazon Acquire A Grocery Distributor?

According to the Wall Street Journal, Amazon is planning to build and expand Whole Foods stores across the U.S. to put more customers within range of the e-commerce giant’s two-hour delivery service. 

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Skip the Bag Lunch: Students Opt for Delivery Over Food From Home and Cafeterias

Gone are the days of bag lunches and bologna sandwiches. With a tap on a smartphone, students are getting burgers, paninis and sushi delivered right into their hungry hands at school.

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Swift Tip
: Want $250? Refer a Friend to GetSwift 

       How it works:

  1. Refer someone new to GetSwift

  2. Someone new uses GetSwift for 90 days

  3. You get $250 in your account!

  4. Pat yourself on the back

  5. Refer another friend

The Dispatcher: Issue 3

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 2018 Holiday Logistics Guide 

 The nightmare of 2013, and the roughly two million packages that were delivered late, still looms large in the minds of retailers, carriers, and customers. So let’s check in to see how some of the largest logistics providers and retailers are preparing for this 

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Three Future Delivery Trends We are Likely to See in E-commerce

 Of course, many brands are already offering next day delivery, but same day delivery is likely to become very much the norm in the years to come. Research shows that consumers are willing to pay more if it means getting faster delivery. 

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The Scooter Stampede of 2018 is Great News for Urban Transportation

The beauty of the e-scooters that companies like Skip, Bird, and Lime can whisk you across towns and parks for a couple dollars. Pick one up where you find it and drop it off where you like, as long as it’s not obstructing traffic.

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This Self-Driving Car Uses a Fold-Out Robot Arm to Deliver Parcels

Based on a video of Lotte in action, the delivery vehicle can not only drive itself to a secure locker, but even place a package inside with a fold-out robotic arm — eliminating the need for any human intervention.

How to Make Most of Crowdsourcing in Last-Mile Delivery

As the holiday season gets underway, we’re seeing more and more delivery vehicles on the road. But not all of them are immediately recognizable. That’s because many shippers are turning to crowdsourced logistics to tackle last-mile delivery. As the trend gains speed, consider these strategies to make the most out of crowdsourcing.

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Swift Tip
: The Customer Feedback Link automatically checks the pulse of your business 

  • Utilize the White Labeled Customer Feedback link to get ratings and comments in real time

  • Customers can use the 5-Star rating scale as well as leave feedback

  • Proactively reach out to unsatisfied customers before they reach out to you...or worse post on the internet!