May 17, 2020

Courier aggregate Shutl receives $2mil from UPS

Shutl
UPS
Hummingbird Ventures
Geopost
Freddie Pierce
2 min
Shutl uses an algorithm to match orders with couriers
Follow @WDMEllaCopeland UPS have backed the new web-based courier service Shutl, a website which aggregates courier companies to deliver a package in a...

UPS have backed the new web-based courier service Shutl, a website which aggregates courier companies to deliver a package in an average of 90 minutes.

UPS, now the largest investor after paying out $2 million is now the proud owner of a six percent stake in the start up company Shutl, which is also owned partially by the French post office La Poste, which also has six per cent.

Shutl works using an algorithm which matches orders with potential couriers, taking into consideration the cost, location, user-generated rating and when the customer want’s their item delivered. The customer is able to choose between delivery ‘asap’ or to choose an hour slot, which then allows them to pick a time and price.

 

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Delivery from Shutl, which is currently available in the UK, has reached a record time of 15 minutes, and is growing rapidly in popularity.

Since it’s first delivery in March 2010, the company’s turnover has grown at about 50 percent per month, according to Shutl's Founder and CEO, Tom Allason. Annual sales are expected to reach seven figures this year, and the company is beginning to attract some weighty investor interest.

According to the Financial Times, UPS is planning to provide advice to Shutl on its US launch early next year, with a particular focus on helping client relationships. According to Mr Allason, UPS see Shutl’s service as ‘complimentary’.

In a statement released on their website, Shutl have also attracted investors including Hummingbird Ventures and Geopost. The company will use it’s new investment to ‘expand its engineering team, accelerate the acquisition of new retail partners, and prepare to launch its service in the US early 2013.’

“Since launching in 2010, we’ve focused on providing a service that blows away shoppers’ expectations,” commented Mr Allason. “We’ve spent this last year taking Shutl national across the UK, now we are ready for the U.S., a market that we estimate will be worth around $26bn by 2016.”

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Jun 21, 2021

Pandora and IBM digitise jewellery supply chain

supplychain
IBM
Pandora
omnichannel
2 min
Jewellery retailer Pandora teamed with IBM to streamline supply chains as sales of hand-finished jewellery doubled across ecommerce platforms

Pandora has overhauled its global supply chain in partnership with IBM amid an ecommerce sales boom for its hand-finished jewellery. 

The company found international success offering customisable charm bracelets and other personalised jewellery though its chain of bricks and mortar retail destinations. But in 2020, as the COVID-19 outbreak forced physical stores to close, Pandora strengthened its omnichannel operations and doubled online sales. 

A focus on customer experience included deploying IBM’s Sterling Order Management, increasing supply chain resiliency and safeguarding against disruption across the global value chain.

Pandora leverages IBM Sterling Order Management as the backbone it its omnichannel fulfilment, with Salesforce Commerce Cloud powering its ecommerce. Greater automation across its channels has boosted the jeweller’s sustainability credentials, IBM said, streamlining processes for more efficient delivery. It has also given in-store staff and virtual customer service representatives superior end-to-end visibility to better meet consumer needs. 

Jim Cruickshank, VP of Digital Development & Retail Technology, Pandora, said the digital transformation journey has brought “digital and store technology closer together and closer to the customer”, highlighting how important the customer journey remains, even during unprecedented disruption. 

"Our mission is about creating a personal experience and we've instituted massive platform changes with IBM Sterling and Salesforce to enable new digital-first capabilities that are much more individualised, localised and connected across channels and markets,” he added. 

 

Pandora’s pivot to digital 

The pandemic forced the doors closed at most of Pandora’s 2,700 retail locations. To remain competitive, it pivoted to online retail. Virtual queuing for stores and virtual product trials via augmented reality (AR) technology went someway to emulating the in-store experience and retail theatre that is the brand’s hallmark. Meanwhile digital investments in supply chain efficiency was central to delivering on consumer demand. 

“Consumer behaviour has significantly shifted and will continue to evolve with businesses needing to quickly adapt to new preferences and needs,” said Kareem Yusuf, General Manager, AI Applications and Blockchain, IBM. “To address this shift, leading retailers like Pandora rely on innovation to increase their business agility by enabling and scaling sustainable supply chain operations using AI and cloud.”

Yusuf said Pandora’s success was indicative of how to remain competitive by “finding new ways to create differentiated customer experiences that protect their enterprises from disruptions to help mitigate risk and accelerate growth”. 
 

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