Subscribe

Month: November 2021

Research: Customer relationships grow stronger despite challenges

Posted on by David Priestman

Most Board-level executives believe that customer relationships have grown stronger during the pandemic, despite significant supply chain disruption, according to research* conducted by management consultancy, Vendigital.

54% of the C-Suite executives surveyed at UK-based businesses said that their customer relationships are stronger now than they were before Brexit and the onset of the pandemic, despite the significant disruption that these events have caused. Most believe that this positive change is due to their focus on continuous improvement and their agile response in adapting their operating models to meet unexpected shifts in customer demand and behaviour.

Jeff Kennelly, a director and industrial engineering sector specialist at management consultancy, Vendigital, said: “When consumer and/or customer behaviours changed at the start of the pandemic, businesses had little choice but to stop what they were doing and rethink ways to adjust to meet new areas of demand. Those that responded quickly have been able to strengthen customer relationships as a result.

“Not all businesses were able to do this however, and when supply backlogs accumulated as demand levels bounced back earlier this year, some customer relationships felt the strain. Despite the positive outcome for most businesses, one in five (21%) of C-Suite executives believe their customer relationships have suffered during the pandemic due to the knock-on effect of missed deadlines and demand unpredictability.”

Against a backdrop of rising energy costs and ongoing supply shortages, which are affecting a host of vital components and raw materials, most Board-level executives are aware that the year ahead will test their customer relationships further. 84% of C-Suite executives said managing customer relationships, while keeping a close eye on costs, will be key to the survival of their business in the year ahead. To nurture their customer relationships, 71% of C-Suite executives are intending to invest in customer relationship management and most see this as a long-term investment.

Balancing customers’ needs and cost constraints is going to be more difficult for some businesses than others. The research revealed that businesses that had reported a dip in revenues during the pandemic were more likely to be prioritising cost control, whereas those that reported an increase in revenues were more likely to be focused on investing in innovation to meet customers’ current and future demands.

Kennelly said: “During times of uncertainty, businesses know how important it is to stay close to their customers and suppliers. This will involve staying agile and continuing to innovate to meet customers’ demands, but managing costs remains a critical part of this process.

“Balancing customer demands and cost constraints will be easier to achieve if there are strong relationships in place, allowing accurate availability and demand data to be shared openly across the supply chain. Accurate real-time customer data is now a Boardroom essential.”

To support businesses in balancing customer needs and costs on the road to recovery, Vendigital has produced guidance for Board-level decision makers, which has been published in a report, entitled Redefining Customer Relationships in a Changing Market. The guidance covers 15 critical questions designed to help businesses review each stage of their operating model through a customer-focused lens.

CLICK HERE to download a copy of Vendigital’s report about redefining customer relationships.

* Vendigital’s research has been conducted with 151 C-Suite executives at UK-based businesses. 

 

Research: Customer relationships grow stronger despite challenges

Posted on by Keith McKinley

Most Board-level executives believe that customer relationships have grown stronger during the pandemic, despite significant supply chain disruption, according to research* conducted by management consultancy, Vendigital.

54% of the C-Suite executives surveyed at UK-based businesses said that their customer relationships are stronger now than they were before Brexit and the onset of the pandemic, despite the significant disruption that these events have caused. Most believe that this positive change is due to their focus on continuous improvement and their agile response in adapting their operating models to meet unexpected shifts in customer demand and behaviour.

Jeff Kennelly, a director and industrial engineering sector specialist at management consultancy, Vendigital, said: “When consumer and/or customer behaviours changed at the start of the pandemic, businesses had little choice but to stop what they were doing and rethink ways to adjust to meet new areas of demand. Those that responded quickly have been able to strengthen customer relationships as a result.

“Not all businesses were able to do this however, and when supply backlogs accumulated as demand levels bounced back earlier this year, some customer relationships felt the strain. Despite the positive outcome for most businesses, one in five (21%) of C-Suite executives believe their customer relationships have suffered during the pandemic due to the knock-on effect of missed deadlines and demand unpredictability.”

Against a backdrop of rising energy costs and ongoing supply shortages, which are affecting a host of vital components and raw materials, most Board-level executives are aware that the year ahead will test their customer relationships further. 84% of C-Suite executives said managing customer relationships, while keeping a close eye on costs, will be key to the survival of their business in the year ahead. To nurture their customer relationships, 71% of C-Suite executives are intending to invest in customer relationship management and most see this as a long-term investment.

Balancing customers’ needs and cost constraints is going to be more difficult for some businesses than others. The research revealed that businesses that had reported a dip in revenues during the pandemic were more likely to be prioritising cost control, whereas those that reported an increase in revenues were more likely to be focused on investing in innovation to meet customers’ current and future demands.

Kennelly said: “During times of uncertainty, businesses know how important it is to stay close to their customers and suppliers. This will involve staying agile and continuing to innovate to meet customers’ demands, but managing costs remains a critical part of this process.

“Balancing customer demands and cost constraints will be easier to achieve if there are strong relationships in place, allowing accurate availability and demand data to be shared openly across the supply chain. Accurate real-time customer data is now a Boardroom essential.”

To support businesses in balancing customer needs and costs on the road to recovery, Vendigital has produced guidance for Board-level decision makers, which has been published in a report, entitled Redefining Customer Relationships in a Changing Market. The guidance covers 15 critical questions designed to help businesses review each stage of their operating model through a customer-focused lens.

CLICK HERE to download a copy of Vendigital’s report about redefining customer relationships.

* Vendigital’s research has been conducted with 151 C-Suite executives at UK-based businesses. 

 

Briggs enhances safety at Port of Liverpool

Posted on by David Priestman

As part of the ongoing partnership between Briggs Equipment and Peel Ports Group (PPG), a new JCB machine equipped with innovative safety technology and telemetry has recently been delivered to the Port of Liverpool. The new truck is having an immediate impact with positive feedback from operators and management teams alike.

The machine has been fitted with a unique telemetry system, developed in conjunction with FTC, including an artificial intelligence-powered reversing camera that intuitively picks up whether a person is in the vicinity and alerts the driver in real-time.

Peel is also trialling a real-time, secure cloud portal that provides operational and safety data that can be viewed and interpreted much quicker and with greater accuracy. To highlight the effectiveness of the partnership between the two companies, and the joint focus on safety, Peel were benchmarked as the number one port in the UK for safety, as judged by Port Skills and Safety. They also recorded the lowest rate of significant injuries measured by lost time incidents (LTIs) in 2020/21.

Tony Worrall, Briggs Equipment’s National Account Manager, said: “The new JCB truck will help deliver real benefits to Peel’s efficiency, productivity and of course on-site safety. This investment in cutting edge technology and telemetry underlines Peel’s business wide safety focus and a clear ambition to remain at the forefront of the industry. It also demonstrates the strength of our Contract Management support.

“We’ve worked closely with our partners at FTC to deliver a telemetry solution that meets the demands of a modern work environment. The system is fully integrated with cloud-based technology and artificial intelligence to help provide real time data and instant safety alerts.

“We have an extremely strong partnership with Peel Ports and they remain committed to implementing a safety first culture across their business with our expert assistance and guidance.”

Phil Hall, Port Director – Mersey Division at Peel Ports, said: “We are delighted to be working with Briggs, a key strategic partner. This supports Peel Ports objective to stay at the forefront of innovation and our joined up approach contributes to delivering industry leading safety management systems.”

Briggs enhances safety at Port of Liverpool

Posted on by David Priestman

As part of the ongoing partnership between Briggs Equipment and Peel Ports Group (PPG), a new JCB machine equipped with innovative safety technology and telemetry has recently been delivered to the Port of Liverpool. The new truck is having an immediate impact with positive feedback from operators and management teams alike.

The machine has been fitted with a unique telemetry system, developed in conjunction with FTC, including an artificial intelligence-powered reversing camera that intuitively picks up whether a person is in the vicinity and alerts the driver in real-time.

Peel is also trialling a real-time, secure cloud portal that provides operational and safety data that can be viewed and interpreted much quicker and with greater accuracy. To highlight the effectiveness of the partnership between the two companies, and the joint focus on safety, Peel were benchmarked as the number one port in the UK for safety, as judged by Port Skills and Safety. They also recorded the lowest rate of significant injuries measured by lost time incidents (LTIs) in 2020/21.

Tony Worrall, Briggs Equipment’s National Account Manager, said: “The new JCB truck will help deliver real benefits to Peel’s efficiency, productivity and of course on-site safety. This investment in cutting edge technology and telemetry underlines Peel’s business wide safety focus and a clear ambition to remain at the forefront of the industry. It also demonstrates the strength of our Contract Management support.

“We’ve worked closely with our partners at FTC to deliver a telemetry solution that meets the demands of a modern work environment. The system is fully integrated with cloud-based technology and artificial intelligence to help provide real time data and instant safety alerts.

“We have an extremely strong partnership with Peel Ports and they remain committed to implementing a safety first culture across their business with our expert assistance and guidance.”

Phil Hall, Port Director – Mersey Division at Peel Ports, said: “We are delighted to be working with Briggs, a key strategic partner. This supports Peel Ports objective to stay at the forefront of innovation and our joined up approach contributes to delivering industry leading safety management systems.”

DHL makes senior management changes

Posted on by David Priestman

DHL Supply Chain has made significant changes to its senior leadership team as part of its future growth strategy. Current Chief Executive Officer DHL Supply Chain UK & Ireland, José F. Nava, moves to a new global role as Head of Next Generation Services program, DHL Supply Chain. Saul Resnick, currently Chief Executive Officer DHL Supply Chain Australia & New Zealand, replaces him as CEO, DHL Supply Chain, UK & Ireland.

The changes will be effective from 1st January 2022, with both reporting directly to Oscar de Bok, CEO, DHL Supply Chain and member of the global DHL Supply Chain Board.

Nava was appointed CEO, DHL Supply Chain UK&I in 2018 and in this time has been responsible for refocusing the business, strengthening core operations and achieving considerable productivity and profit growth. In his new role, Nava will take on responsibility for seeking out future growth opportunities and helping define the business strategy beyond 2025.

His successor, Resnick, joined DHL Supply Chain in 2005 as Director, Healthcare Australia. In 2016 he stepped into his current role as CEO Australia & New Zealand and also assumed responsibility for the Life Sciences & Healthcare business within the APAC region.

In this role, Resnick was responsible for the impressive growth of both revenue and profitability for the Australian and New Zealand businesses for the past 5+ years.

Nava said: “Over the past three-and-a-half years we have accelerated our investment on a number of fronts to consolidate our leadership position in the UK&I. These include cutting edge warehousing and fleet that lead the way in sustainability and technology, to the latest warehouse and transportation management systems.

“I’ve also learned a lot from our customers and built some great relationships; but what I’m most proud of is our expert team of colleagues who are all committed to go the extra mile for our customers while keeping each other safe day in and day out.  It’s been an amazing experience that will stay with me forever, with many great memories.”

Commenting on his appointment, Resnick added: “I’m excited to be taking on the role of CEO UK&I and building on the excellent platform created by José and his team. I look forward to the UK&I business growing its market share, and creating even more opportunities for our colleagues to develop into. We have a fantastic reputation, not just globally, but within the UK&I, and I consider it a great honour to lead our business at this time. I would like to thank José for all the effort he has put into the role, and for placing us in the strong position we find ourselves in today.”

DHL makes senior management changes

Posted on by David Priestman

DHL Supply Chain has made significant changes to its senior leadership team as part of its future growth strategy. Current Chief Executive Officer DHL Supply Chain UK & Ireland, José F. Nava, moves to a new global role as Head of Next Generation Services program, DHL Supply Chain. Saul Resnick, currently Chief Executive Officer DHL Supply Chain Australia & New Zealand, replaces him as CEO, DHL Supply Chain, UK & Ireland.

The changes will be effective from 1st January 2022, with both reporting directly to Oscar de Bok, CEO, DHL Supply Chain and member of the global DHL Supply Chain Board.

Nava was appointed CEO, DHL Supply Chain UK&I in 2018 and in this time has been responsible for refocusing the business, strengthening core operations and achieving considerable productivity and profit growth. In his new role, Nava will take on responsibility for seeking out future growth opportunities and helping define the business strategy beyond 2025.

His successor, Resnick, joined DHL Supply Chain in 2005 as Director, Healthcare Australia. In 2016 he stepped into his current role as CEO Australia & New Zealand and also assumed responsibility for the Life Sciences & Healthcare business within the APAC region.

In this role, Resnick was responsible for the impressive growth of both revenue and profitability for the Australian and New Zealand businesses for the past 5+ years.

Nava said: “Over the past three-and-a-half years we have accelerated our investment on a number of fronts to consolidate our leadership position in the UK&I. These include cutting edge warehousing and fleet that lead the way in sustainability and technology, to the latest warehouse and transportation management systems.

“I’ve also learned a lot from our customers and built some great relationships; but what I’m most proud of is our expert team of colleagues who are all committed to go the extra mile for our customers while keeping each other safe day in and day out.  It’s been an amazing experience that will stay with me forever, with many great memories.”

Commenting on his appointment, Resnick added: “I’m excited to be taking on the role of CEO UK&I and building on the excellent platform created by José and his team. I look forward to the UK&I business growing its market share, and creating even more opportunities for our colleagues to develop into. We have a fantastic reputation, not just globally, but within the UK&I, and I consider it a great honour to lead our business at this time. I would like to thank José for all the effort he has put into the role, and for placing us in the strong position we find ourselves in today.”

UK shoppers unmoved by Black Friday

Posted on by Keith McKinley

A poll* by intralogistics innovator Dematic has found that while many people are planning early Christmas purchases in response to warnings of supply chain delays, 3 out of 4 (76%) online shoppers are not planning to take advantage of this year’s ‘Black Friday’ event.

Despite being billed as one of the biggest shopping dates in the diary, the majority of UK and Irish consumers say they will not be tempted by the promise of ‘unbeatable deals’ on November 26. This is likely the result of a difficult year as many people have been forced to count the cost of living through the COVID-19 pandemic.

Concerns raised by shoppers who responded to the poll included money troubles, the validity of the bargains when compared to historical pricing, and the excessive consumerism represented by the event.

However, the poll revealed that there are still bargain hunters to be found in the run-up to the festive season which will be a relief to retailers. More than one in six respondents (16%) admitted that they were planning to shop online during Black Friday and spend even more than last year.  A further 7% said they would be taking part but would be taking a more cautious approach by spending less than 2020.

Steffen Thierfelder, Managing Director of Northern Europe, Dematic, commented: “It is clear from the survey that people are more wary about spending during the Black Friday event this year. This may be in response to the tough year that many have experienced in the wake of the pandemic.

“However, Black Friday will still place enormous demands on retailers to service those consumers who are planning to shop for a bargain. This is yet another time of the year when demand can surge, so retailers should be thinking about integrating innovative automated logistics solutions. This will ensure that orders get to where they are needed as fast as possible.”

Dematic designs, builds and implements automated system solutions for warehouses, distribution centres, and production facilities.  As part of its intralogistics solution, Dematic uses an industrial engineering approach to deliver process improvements, material flow automation and performance optimising software.

  • * The poll was conducted on Twitter between November 5 and 11, 2021, in the United Kingdom and Ireland and attracted 10,279 respondents.

UK shoppers unmoved by Black Friday

Posted on by David Priestman

A poll* by intralogistics innovator Dematic has found that while many people are planning early Christmas purchases in response to warnings of supply chain delays, 3 out of 4 (76%) online shoppers are not planning to take advantage of this year’s ‘Black Friday’ event.

Despite being billed as one of the biggest shopping dates in the diary, the majority of UK and Irish consumers say they will not be tempted by the promise of ‘unbeatable deals’ on November 26. This is likely the result of a difficult year as many people have been forced to count the cost of living through the COVID-19 pandemic.

Concerns raised by shoppers who responded to the poll included money troubles, the validity of the bargains when compared to historical pricing, and the excessive consumerism represented by the event.

However, the poll revealed that there are still bargain hunters to be found in the run-up to the festive season which will be a relief to retailers. More than one in six respondents (16%) admitted that they were planning to shop online during Black Friday and spend even more than last year.  A further 7% said they would be taking part but would be taking a more cautious approach by spending less than 2020.

Steffen Thierfelder, Managing Director of Northern Europe, Dematic, commented: “It is clear from the survey that people are more wary about spending during the Black Friday event this year. This may be in response to the tough year that many have experienced in the wake of the pandemic.

“However, Black Friday will still place enormous demands on retailers to service those consumers who are planning to shop for a bargain. This is yet another time of the year when demand can surge, so retailers should be thinking about integrating innovative automated logistics solutions. This will ensure that orders get to where they are needed as fast as possible.”

Dematic designs, builds and implements automated system solutions for warehouses, distribution centres, and production facilities.  As part of its intralogistics solution, Dematic uses an industrial engineering approach to deliver process improvements, material flow automation and performance optimising software.

  • * The poll was conducted on Twitter between November 5 and 11, 2021, in the United Kingdom and Ireland and attracted 10,279 respondents.

Past the parcel – Amazon vs. Independent BPO

Posted on by David Priestman

The fulfilment process encompasses much more than simply shipping orders to customers, writes Kamran Iqbal, Commerce Strategist at PFS. Warehouse management, overseeing inventory capabilities, building positive relationships with reliable carriers, customer service teams, personalisation services, real-time data tracking and understanding compliance updates – these are just some of the ingredients needed to ensure a seamless fulfilment operation that prioritises customer experience. Scalability is a key consideration for retailers.

As such, choosing the right business process outsourcing (BPO) is essential for any e-commerce business. As you might expect, globally recognised Fulfillment by Amazon (FBA), is one of the most popular options out there. With an active Amazon seller account, you can add FBA to get your fulfilment services up and running. Selecting products using Amazon’s built-in catalogue, you can use their inventory management tool to market accordingly, then get packing your items safely before appointing one of Amazon’s carriers to ship items to their intended destinations. Customer service agents are also on-hand 24/7.

But are you really getting value for money when you partner with Amazon FBA? Does well-known necessarily mean money well-spent? Brands who care about customer loyalty and upholding their brand values and vision need to dig a little deeper before committing.

Measure for measure

Amazon’s busy supply chains can sometimes be the victim of inventory mismanagement or mishandling as a result. FBA system lags have resulted in negative feedback from sellers directly as delays have seen a drop in their ratings and even worse, cancelled orders. During the early days of the pandemic, Amazon introduced a policy where only inventory that had been classified as “necessities” would be shipped, causing frustration amongst many long-term sellers and putting off potential new partners. Likewise, issues during peak seasons such as last-minute changes to inventory policies, despite having an established API system in place, have made many question the value of Amazon FBA.yh

Products getting lost, or extra inventory showing up after shipments are completed, doesn’t restore seller confidence in the apparent transparency and reliability on stock that Amazon claims to have. Even more upsetting, if items are lost in the Amazon supply chain, a claim must be filed with Amazon for reimbursement. However, Amazon makes a valuation of the lost merchandise as opposed to paying the exact amount originally paid for it – not an ideal setup for retailers.

Advocating the great strength of omnichannel retail and optimising inventory management is key for any appointed BPO. By diversifying fulfilment points, comparing shopping selections, and ensuring stable Distributed Order Management (DOM) technology can route orders to alternative fulfilment facilities, retailers can keep orders moving and maintain customer loyalty.

Being preventative and reactive is the winning combination and will set you up for success. By implementing a full-featured order management system (OMS), customer delivery preferences, shipping time and costs, as well as sustainability initiatives, can be brought to fruition as part of a wider system of inventory management – something which can really be explored by BPOs, other than Amazon.

Battle of the brands

Partnering with Amazon can show that you have the demand and capital to be a key player in e-commerce. Like so many brands, however, your identity can quickly be swallowed up and, to all intents and purposes, eradicated, as shipments are sent impersonally, with the contents inside being wrapped with Amazon logos and no branding or personal touches that set the e-commerce order apart. Scalability is a key consideration for retailers and brands and with customers continuing to revel in a “gifted” experience, that ability to offer the personal touch can make all the difference.

With personalisation services on hand as part of the BPO experience, providers fully deliver on brand ethos and tie the customer to that purchasing journey. Value-added services (VAS) put the brand first, not the BPO; clearly identifying the brand being purchased from directly and eliminating any confusion around the purchase. Working with branded packaging eliminates any vanity – and ensures there are no questions lost in translation further down the line.

Making a success of your fulfilment operation doesn’t end when the package reaches its destination. Being on-hand to answer questions before, during and after items have made it to the customer is essential, especially when things go wrong, or a customer is less than happy with their experience.

Less time spent holding on the phone and instead engaging with social media forums or chat windows is evidently preferable for customers. Amazon FBA has fallen down time and time again here as customers report slow response times and lack of personalised or tailored customer service responses.

The BPO difference

Setting your brand apart, by ensuring multilingual agents are on hand, can make the difference between an abandoned cart and a lifelong customer. A qualified BPO can offer a variety of channels (live chat, email, phone, video, chatbots, social listening and social media monitoring, etc.) to meet customers where they are at any stage of the transaction. Agents can respond to customer service issues quickly and satisfactorily, stopping issues escalating before customers take to forums and other mediums.

Ultimately, it comes down to brand identity. If aligning yourself with a recognised global network is the key determining factor, then Amazon may still come out on top. Companies may believe that partnering with a provider with Amazon’s scale may create legitimacy within their own brand.

But should it be down to the fulfilment provider to establish this legitimacy in the first place?

Scalability is a key consideration for retailers and brands moving from the likes of Amazon to an independent BPO – supporting operations year-round, not just at times of fluctuating demand, such as peak, is essential. Dealing with unexpected surges is crucial – you don’t want your BPO to be surprised. If they are, they cannot call themselves scalable. If recognition is vital to deliver the overall brand ethos, then employing the services of a BPO who has the infrastructure in place to meet these expectations may just push them to the top.

Past the parcel – Amazon vs. Independent BPO

Posted on by Keith McKinley

The fulfilment process encompasses much more than simply shipping orders to customers, writes Kamran Iqbal, Commerce Strategist at PFS. Warehouse management, overseeing inventory capabilities, building positive relationships with reliable carriers, customer service teams, personalisation services, real-time data tracking and understanding compliance updates – these are just some of the ingredients needed to ensure a seamless fulfilment operation that prioritises customer experience. Scalability is a key consideration for retailers.

As such, choosing the right business process outsourcing (BPO) is essential for any e-commerce business. As you might expect, globally recognised Fulfillment by Amazon (FBA), is one of the most popular options out there. With an active Amazon seller account, you can add FBA to get your fulfilment services up and running. Selecting products using Amazon’s built-in catalogue, you can use their inventory management tool to market accordingly, then get packing your items safely before appointing one of Amazon’s carriers to ship items to their intended destinations. Customer service agents are also on-hand 24/7.

But are you really getting value for money when you partner with Amazon FBA? Does well-known necessarily mean money well-spent? Brands who care about customer loyalty and upholding their brand values and vision need to dig a little deeper before committing.

Measure for measure

Amazon’s busy supply chains can sometimes be the victim of inventory mismanagement or mishandling as a result. FBA system lags have resulted in negative feedback from sellers directly as delays have seen a drop in their ratings and even worse, cancelled orders. During the early days of the pandemic, Amazon introduced a policy where only inventory that had been classified as “necessities” would be shipped, causing frustration amongst many long-term sellers and putting off potential new partners. Likewise, issues during peak seasons such as last-minute changes to inventory policies, despite having an established API system in place, have made many question the value of Amazon FBA.yh

Products getting lost, or extra inventory showing up after shipments are completed, doesn’t restore seller confidence in the apparent transparency and reliability on stock that Amazon claims to have. Even more upsetting, if items are lost in the Amazon supply chain, a claim must be filed with Amazon for reimbursement. However, Amazon makes a valuation of the lost merchandise as opposed to paying the exact amount originally paid for it – not an ideal setup for retailers.

Advocating the great strength of omnichannel retail and optimising inventory management is key for any appointed BPO. By diversifying fulfilment points, comparing shopping selections, and ensuring stable Distributed Order Management (DOM) technology can route orders to alternative fulfilment facilities, retailers can keep orders moving and maintain customer loyalty.

Being preventative and reactive is the winning combination and will set you up for success. By implementing a full-featured order management system (OMS), customer delivery preferences, shipping time and costs, as well as sustainability initiatives, can be brought to fruition as part of a wider system of inventory management – something which can really be explored by BPOs, other than Amazon.

Battle of the brands

Partnering with Amazon can show that you have the demand and capital to be a key player in e-commerce. Like so many brands, however, your identity can quickly be swallowed up and, to all intents and purposes, eradicated, as shipments are sent impersonally, with the contents inside being wrapped with Amazon logos and no branding or personal touches that set the e-commerce order apart. Scalability is a key consideration for retailers and brands and with customers continuing to revel in a “gifted” experience, that ability to offer the personal touch can make all the difference.

With personalisation services on hand as part of the BPO experience, providers fully deliver on brand ethos and tie the customer to that purchasing journey. Value-added services (VAS) put the brand first, not the BPO; clearly identifying the brand being purchased from directly and eliminating any confusion around the purchase. Working with branded packaging eliminates any vanity – and ensures there are no questions lost in translation further down the line.

Making a success of your fulfilment operation doesn’t end when the package reaches its destination. Being on-hand to answer questions before, during and after items have made it to the customer is essential, especially when things go wrong, or a customer is less than happy with their experience.

Less time spent holding on the phone and instead engaging with social media forums or chat windows is evidently preferable for customers. Amazon FBA has fallen down time and time again here as customers report slow response times and lack of personalised or tailored customer service responses.

The BPO difference

Setting your brand apart, by ensuring multilingual agents are on hand, can make the difference between an abandoned cart and a lifelong customer. A qualified BPO can offer a variety of channels (live chat, email, phone, video, chatbots, social listening and social media monitoring, etc.) to meet customers where they are at any stage of the transaction. Agents can respond to customer service issues quickly and satisfactorily, stopping issues escalating before customers take to forums and other mediums.

Ultimately, it comes down to brand identity. If aligning yourself with a recognised global network is the key determining factor, then Amazon may still come out on top. Companies may believe that partnering with a provider with Amazon’s scale may create legitimacy within their own brand.

But should it be down to the fulfilment provider to establish this legitimacy in the first place?

Scalability is a key consideration for retailers and brands moving from the likes of Amazon to an independent BPO – supporting operations year-round, not just at times of fluctuating demand, such as peak, is essential. Dealing with unexpected surges is crucial – you don’t want your BPO to be surprised. If they are, they cannot call themselves scalable. If recognition is vital to deliver the overall brand ethos, then employing the services of a BPO who has the infrastructure in place to meet these expectations may just push them to the top.

Subscribe

Get notified about New Episodes of our Podcast, New Magazine Issues and stay updated with our Weekly Newsletter.