Shipping and delivery have become a critical part of the overall e-commerce customer experience. Providing a good experience can increase repeat business: 87% of consumers report that a positive delivery experience makes them more likely to shop with a merchant again, according to the MetaPack State of e-Commerce Delivery report. On the flip side, 37% of consumers report that a bad experience will lead them to blackball a merchant and never shop with them again.
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Companies like Amazon have turned fulfillment into a source of competitive differentiation equal in importance to brand, selection, and price. Amazon, in particular, has invested years and billions of dollars into building an eCommerce customer experience that is second to none, even – or especially – as regards fulfillment and delivery. But most companies are wholly reliant on their carriers both for estimates of shipping times and for providing tracking information and alerts.
This reliance can lead to a loss of control over the customer experience and any time anything goes wrong, you will be blamed: a Dropoff study showed that 94% of consumers blame the merchant for any shipping problems they experience. You own the shipping and fulfillment experience, whether you control it or not.
Achieving full control is a multi-step process. The first step is obtaining full visibility into the shipping network. There are three major types of impediment to getting that needed visibility, involving data, time, and meaning, but they can be overcome with the right supporting technology.
The first obstacle to overcome is the complexity and volume of the data required. Each of the carriers presents data in a slightly different way, making aggregation or direct comparison difficult. The sheer volume of the data can be a challenge: with thousands of shipments spread across a variety of carriers, modes, services, and zones, manual processes and simple tools such as Excel are quickly overwhelmed.
The next obstacle is extracting meaning from the welter of information provided by your carriers and internal systems so you can answer three key questions:
- Am I using the right services?
- What are these services costing me?
- And most important, what is the impact of my service choices on my customers’ experience?
The final obstacle is time itself. If you are relying on carrier service level agreements (SLAs), especially for guaranteed services, your customers’ experience may be favorable but at what cost? If you have chosen other more economical but less consistent services and adding a safety buffer of additional time in order to avoid overpromising and angering customers, you may be losing sales because increased delivery times significantly decrease shopping cart conversion rates. To control your shipping network and the customer shipping experience, you need to know the actual days-to-deliver for all of your markets. Also, active management of shipments in transit requires real-time data, but performance analysis (“how did my network do last quarter?”) and the formulation of shipping strategies requires a longer view.