Some brands were unprepared for the growth of e-commerce that fueled the confinement resulting from the current global pandemic. The brand promise and the shopping experience were, in some cases, far from the offer that was made in the communication of the same.

During these months of pandemic, we have focused a lot on talking about the improvements, mistakes, successes and the big winners of online sales, but little has been said about a key piece that has been able to strengthen the promise of brands or, in some cases, show the lack of capacity and experience in e-commerce: delivery.

The supply of delivery worldwide has grown considerably and only in Mexico has it caused these companies to grow at double digits. DiDi, Uber Eats, Cornershop, SinDelantal and Rappi, to name a few, have shown a rapid capacity to respond to change and adapt to needs and new consumer habits. Furthermore, the apparently greater infrastructure that leverages the advantages of self-employment for a segment of the population that finds in this collaborative economy the opportunity to meet their needs, has made them the great heroes of the pandemic; heroes who have brought thousands of weekly requests to the homes of people who are confined; heroes of the restaurant and local partners of these platforms; heroes who have kept the economy and work going, to some extent.

These companies see the potential of their greatest asset, the delivery men, who are responsible for the last link of the shopping experience, and even being exposed in this time of health crisis, they have managed to meet the needs of their customers.

One of the industries most affected during this pandemic was restaurants and food, but this did not prevent the growth of delivery companies. The search for business models in conjunction with its restaurant partners and food tenants allowed DiDi to double their promotions and for each peso that they contributed, DiDi contributed and absorbed another peso, with the limit of 25%. For their part, Uber Eats and Rappi helped their partners with the cash flow, by making daily or weekly payments so that they had the capital that would allow them to go out on the day (information from entreprenur.com).

What makes these examples different from traditional delivery companies?

While some brands such as Canasta Rosa, Justo and Rappi posted several external brands to their platforms, there are others that used deliveries from traditional delivery companies such as Estafeta or DHL, to name a few, and that today are in the middle of a crisis due to lack of attention in the complete flow of the purchase. The delivery stage is the one that completes the user experience and on which the total satisfaction or failure of the purchase depends, which becomes a recommendation or a complaint from an unsatisfied customer. Examples of these companies are the large retailers such as Liverpool, Best Buy or El Palacio de Hierro, where although the latter tripled its online sales in the last quarter, we can see in their social networks the poor management of customer service and the lack follow-up on the experience of users who are dissatisfied with not having received their orders and attention in this regard; errors in delivery, logistics and follow-up to customer satisfaction.

On the other hand, an example of companies that reinforce the offer with business partners is Justo, which in alliance with DiDi has been able to complement its services to offer delivery of perishable products through its platform, reinforcing rule # 1 of the pandemic : « Finding business partners that help add value to your brand. »

That is why it is essential to know which partner we will choose to complement the services that are not available, considering that these partners must have the capacity to meet the expectations of customers, generate a good shopping experience and be the facilitators to complete the flow of the shopping experience. It must be remembered at all times that the experience does not end when the user checks out of the shopping cart on a platform and that monitoring must be followed in each of the stages and time of purchase, until customers complete their experience .

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