Comments on: The “Home Delivery Trap” http://www.change-directors.com/execellence/the-home-delivery-trap/ the resource for Change Directors Tue, 22 Jun 2010 19:57:48 +0100 hourly 1 By: merchant account http://www.change-directors.com/execellence/the-home-delivery-trap/comment-page-1/#comment-39 merchant account Tue, 25 May 2010 00:27:53 +0000 http://www.change-directors.com/?p=51#comment-39 interesting reading your articles- good things, that i forget and you manage to pick them up interesting reading your articles- good things, that i forget and you manage to pick them up

]]> By: Melisa Gerety http://www.change-directors.com/execellence/the-home-delivery-trap/comment-page-1/#comment-34 Melisa Gerety Fri, 21 May 2010 09:38:49 +0000 http://www.change-directors.com/?p=51#comment-34 It's the old "curse of knowledge" dilemma isn't it? It's easy to assume visitors know how to comment or even that commenting is encouraged. Excellent post. It’s the old “curse of knowledge” dilemma isn’t it? It’s easy to assume visitors know how to comment or even that commenting is encouraged. Excellent post.

]]> By: mark gee http://www.change-directors.com/execellence/the-home-delivery-trap/comment-page-1/#comment-5 mark gee Tue, 14 Jul 2009 18:49:56 +0000 http://www.change-directors.com/?p=51#comment-5 I often wondered how much brand loyalty is gained by online shopping. Once you've set up your list it must be psychologically harder for the customer to switch. I bet customers don't switch that often and that is all the more surprising because all online stores are 'an equal distance away' whereas in-store shoppers, I believe, most often go to the nearest store. Hence their brand loyalty is part-driven by their next house move! So, assuming that brand loyalty is increased by online shopping, then how many additional &/or impulse in-store purchases do these customers make? Perhaps that makes them more valuable than just the activity cost of putting something on their doorstep. I often wondered how much brand loyalty is gained by online shopping. Once you’ve set up your list it must be psychologically harder for the customer to switch. I bet customers don’t switch that often and that is all the more surprising because all online stores are ‘an equal distance away’ whereas in-store shoppers, I believe, most often go to the nearest store. Hence their brand loyalty is part-driven by their next house move!

So, assuming that brand loyalty is increased by online shopping, then how many additional &/or impulse in-store purchases do these customers make? Perhaps that makes them more valuable than just the activity cost of putting something on their doorstep.

]]> By: Blaire Palmer http://www.change-directors.com/execellence/the-home-delivery-trap/comment-page-1/#comment-4 Blaire Palmer Tue, 14 Jul 2009 16:53:31 +0000 http://www.change-directors.com/?p=51#comment-4 It always struck me as strange that the food I get delivered to my house comes from the shelves of the local store. I assumed for a long time that there were purpose built warehouses which served a larger geographical area and that slot availability had something to do with drivers being roughly in your area at that time anyway. The reality, as you say, is that for about £5 you pay someone to be your personal shopper and to deliver your items to your door. The recent "I'm Running Sainsburys" series was another glimpse in to the strange world of the supermarkets and demonstrated one of the reasons why fresh thinking is so hard to find in our big companies. These organisations simply don't know how to deal with ideas. Absolutely great to ask those on the ground for their thoughts - they are closer to the customer and can often see opportunities. But expecting those same individuals to put that idea in to practice and then sell it without additional resource, proving whether it worked within a week or two...it was inevitable that most of these ideas would fail. If this is how large companies "think" it isn't surprising that they end up selling a personal shopper service for less than the price of a coffee and a donut. It always struck me as strange that the food I get delivered to my house comes from the shelves of the local store. I assumed for a long time that there were purpose built warehouses which served a larger geographical area and that slot availability had something to do with drivers being roughly in your area at that time anyway. The reality, as you say, is that for about £5 you pay someone to be your personal shopper and to deliver your items to your door.

The recent “I’m Running Sainsburys” series was another glimpse in to the strange world of the supermarkets and demonstrated one of the reasons why fresh thinking is so hard to find in our big companies. These organisations simply don’t know how to deal with ideas. Absolutely great to ask those on the ground for their thoughts – they are closer to the customer and can often see opportunities. But expecting those same individuals to put that idea in to practice and then sell it without additional resource, proving whether it worked within a week or two…it was inevitable that most of these ideas would fail.

If this is how large companies “think” it isn’t surprising that they end up selling a personal shopper service for less than the price of a coffee and a donut.

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