Just opened up a carton from a manufacturer we use in the Lab Store. Every unit inside looks like this:
Here’s your challenge:
Would anybody in your business recognize this as a problem? Or would they just shrug and transfer the item to the picking racks?
In other words, finding this, would you or an employee:
1. Ship to the customer as is, let the customer figure it out
2. Cut the nozzle off so customer doesn’t have to even think about it, doesn’t have to send you e-mail or call asking about it
Your answer to this question depends on:
1. How customer-centric you / your org really is
2. How much you understand about the financials of your business
Continue reading Relationship Marketing Economics →
Some stats from the Lab Store (Background) for the year:
Processed 10,172 orders, up 3% from last year, despite a logistical problem in the business model we did not have control over (breeding of animals). Fixed that, so should not be an issue going forward. Merchandise Return Rate of .3% on dollars, which is quite low.
Returns cost money to process, imply negative Social feedback, and increase customer defection by creating poor experience. We do everything we can up front to keep returns and other negative experiences from happening in the first place by screening products and actually taking action on customer feedback and analysis. Often, we modify packaging, create our own instructions, or assemble products we know people will have trouble with. More on this idea here: Marketing through Operations and Panic Pack!.
We retained between 75% – 87% of our best buyers depending on what time frame you use, and further improvement in these stats is pending test results. More on this idea here: Frequent Buyer Analysis.
Continue reading Lab Store: Year End Analysis →