ROUTE MAGIC PERSONA WHOLESALER-
ENTERPRISE
Wholesaling involves firms: … exclusively or primarily engaged in the resale of goods in their own name to retailers or other wholesalers, to manufacturers and others for further processing, to professional users, including craftsmen, or to other major users.
PRODUCT – ROUTE MAGIC
Lea n Canvas
April 1st 2022
Iteration #1.0
COST STRUCTURE
Customer Acquisition Costs:
Distribution Costs:.
REVENUE STREAMS
Revenue Model: :
Revenue:
Gross Margin:
PROBLEMS
1.0 Inventory Management:
2.0 E-commerce Takeover:
3.0 Demanding Customers:
4.0 Disintermediation:
5.0Increased Competition from the Manufacturers:
6.0 Faster Delivery Demanded by the Retailers:
7.0 Worker Safety Concerns:
8.0 Consolidation of the Supplier and Retailer:
SOLUTION
Cloud-based software to plan, optimise, manage and track the delivery of your goods from order to invoice.
KEY METRICS
QUALITATIVE METRICS
OPERATIONAL
UNIQUE VALUE PROPOSITIONS
Cloud-based software to plan, optimise, manage and track the delivery of your goods from order to invoice.
UNFAIR ADVANTAGE
Innovative Product: Unique ahead of the
curve,
approach in contributing to the creation of
an alkaline environment through foods.
Complex Logistics System – the delivery of perishable foods to over 50 different retailers. 3x times a week
CHANNELS
CUSTOMER SEGMENTS
B2B Customers:
Wholesalers
SMALL BUSINESS < or EQUAL to 10
Typically, will operate from multiple sites, through LCV and HGV specialist combined garage network, but may also have 500 or more Approved Garage Partners and a UK-wide team of mobile technicians equipped to support fleet managers with the transition to electric vehicle
Companies that conduct sales via e-Commerce channels, that do not operate a fully digitised supply chain. Web to warehouse is not completely digitised. With manual and paper-based activities conducted in the warehouse.
Self serving small businesses that can place a minimum of 3 licenses. Comprising of a back office and 3 mobile licenses vehicle drivers.
PRODUCT
Minimum Revenue: Breakeven Revenue: [ insert] Total No. Type of customer to reach (10%), (20%) or (30%) profitability per Week, Month, Quarter [ insert here]
MARKET
ENTERPRISES > 150 VEHICLES
MID – TEIR > 100 VEHICLES
Enterprise - Operations Director/ Manager >100 Vehicles
Lack of a clear view into spend across the supply chain. That is total spend, cost saving opportunities, identify and prioritise areas of focus, track savings.
Drivers: Insight
Early warning of distruptions currently remains elusive to organisations.
Drivers: Mitigation of Supply Chain Distruptions
The recruitment of relevant staff with the level of expertise necessary skill, access to tools and technologies and the implementation of the right infrastructure to enable the seamless execution of the companies strategy.
Maximilian Harvey
Challenges & Pain Points
Intelligence generated by leveraging data organised, and structured in a manner that will empower users of the data. To make business decisions that are aligned with the overall strategy and strategic goals of the organisation
Drivers: Spend Visibility
Drivers: Intelligence through Data
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Location: The UK
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Challenge understanding suppliers cost structure and market dymamics. As this will enable; organisations to offer dynamic pricing with purchases timed strategically.
Drivers: Product Category Management
Drivers: Effective Risk Management Tools
The ability to access risk management tools to track, monitor and access the integrity, of the product and supply, delivery delay, regulatory issues, sudden price changes, and export restrictions from trade, regulator or political policy change.
Challenges & Pain Points
The lack of visibility into both static and dynamic operations, the lack of resiliance, coordination and alignment. In other word’s no real ablity in automatically changing loading locations vs routes if there is significant variability in day-to-day delivery plans.
Drivers: Limited Visibility into Operations
Drivers: Recruitment of Relevant Staff
Leveraging data from multiple sources, along the supply chain. Along with historical data enabling companies to derive data driven foresight. To drive business decisions,
Lack of a strong understanding of how products migrate through the supply chain. Hampering mitigation and impeding the ability to companies to take advantage of opportunities that may arise.
Of raw materials; commodities, logistics. and visibility (markets, supply, logistics) need to understand distruptions & volatility, to improve optimisation. Cost optimization equates to spend management, category management & logistics management. Visibility, alludes to supply risk management.
Drivers: Cost Optimisation
Drivers: The Lack of Visibility into Operations
Drivers: Enterprise Data Management
Challenges with engaging with workflow automation and best practice data management capabilities. To integrate, validate and centralise data from multiple sources. To provide visibility across the operations and ensure data is available to the right people, in the right format at the right time.
Age of Children: Under 7 years old
Job Title: Operations Director & Operations Manager
Level of Education: Degree or
Masters
Quote: The information about package is as important as the delivery of the package itself
Annual Income: £48,728 - £150,000
Enterprise - Operations Director/ Manager >100 Vehicles
Access to real-time external data to facilitate the optimization of the supply chain ecosystem. Facilitating the coordination of the activities of a group of companies to achieve the overall strategic goals of the owner(s) of the supply chain.
Drivers: Supplier Management
Leveraging data, technology infrastructure and the organisation of people into cross functional and cross company teams. To facilitate that optimisation of the supply chain.
Drivers: Mitigating Supply Risk Management
Maximillian Harvey
Goals and Values
Quanitification of risk metrics, location and event specific risks. With the provision of actionable inputs for the monitoring and management of risk.
Drivers: Real –Time External Data
Drivers: Security Risk Monitoring
Quote: The information about package is as important as the delivery of the package itself
Job Title: Operations Director & Operations Manager
Annual Income: £48,728 - £150,000
Level of Education: Degree or
Masters
Strategy, insight, intelligence and expertise to enable cost optimisation in transportation and logistics.
Drivers: Cost Optimisaition in Transportation & Logistics
Drivers: ESG Strategy Development
Accessing platforms, tools and data that will enable companies to improve their ESG strategies.
Goals and Values
Redefine supplier relationships in order to facilitate overall operational goals of key operational functions.
Drivers: Spend Visibility
Centralised data hub, that simplifies and standardised 3rd party risk management. Enabling companies to maintain up-to-date information on vendors.
Plan to invest in platforms and technologies that enable spend visibility across the supply chain.
A wider scenarios planning approach; to enable organisations to be agile enough to deal with disruptions to the supply chain.
Drivers: Boarder Scenario Planning
Drivers: Refining of External Relationships
Drivers: Supplier Management De-Risking
Exploiting external services through supplier validation, vetting, third party management data and platform services.
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Age of Children: Under 7 years old
Location: The UK
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Enterprise - Operations Director/ Manager >100 Vehicles
Sources of Information
Maximillian Harvey
Will have final say but is part of a decision-making unit. That may comprise of the procurement department, CFO and CTO.
Objection & Role in Purchase Process
Books
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Age of Children: Under 7 years old
Location: The UK
Job Title: Operations Director & Operations Manager
Level of Education: Degree or
Masters
Quote: The information about package is as important as the delivery of the package itself
Annual Income: £48,728 - £150,000
The Gatekeeper
The customer does not see the value in your product. He may also be telling you that your competition are cheaper or better value. Or they may not have enough in the budget to pay your price. Bear in mind that customer budgets don’t just need to cover your SaaS subscription. Implementation and change costs need to come out of the same pot.
Product Too Expensive
Dealing with someone who is resistant to the change. Your customer has to change to realise the benefits of your product. This means there are losers as well as winners. Most often the gatekeeper is one of the losers. Or they have a solution which deals with the same problem but suits their agenda better.� �The point is so-called gatekeepers are blocking you. Only you. They are not just professional naysayers sent to beat up salespeople. Here is where great interviewing skills come into play. Because this conversation can also be a mine of valuable insight. Why do they object? Who are the losers and why? How does your SaaS impact the wider customer? All this can be helpful. But not easy to dig out the answers. Get back to The Mom Test and think through your approach
Prefers Industry Leader
The customer may view an established competitor as a less risky option who will cover a wider spectrum. Alternatively your company doesn’t meet the resilience test for this customer. In either of these situations, finding partners may be the solution. Systems implementers and consulting firms can provide both the strength and breadth you require
Role in Purchase Process
Magazines
Blogs/Websites
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Conferences
Gurus
Enterprise - Operations Director/ Manager >100 Vehicles
Think & Feel
Empathy Map
See
•
•
Say & Do
Hear
Maximillian Harvey
ROUTE MAGIC PERSONA WHOLESALER-
MID- TIER FIRM
PRODUCT – ROUTE MAGIC
Lea n Canvas
April 1st 2022
Iteration #1.0
COST STRUCTURE
Customer Acquisition Costs:
Distribution Costs:.
REVENUE STREAMS
Revenue Model: :
Revenue:
Gross Margin:
PROBLEMS
11.0 Effective Real-Time Delivery Tracking System:
12.0 Faster Same Day Deliveries:
13.0 Automatic Route Planning :
SOLUTION
Cloud-based software to plan, optimise, manage and track the delivery of your goods from order to invoice.
KEY METRICS
QUALITATIVE METRICS
OPERATIONAL
UNIQUE VALUE PROPOSITIONS
Cloud-based software to plan, optimise, manage and track the delivery of your goods from order to invoice.
UNFAIR ADVANTAGE
Innovative Product: Unique ahead of the
curve,
approach in contributing to the creation of
an alkaline environment through foods.
Complex Logistics System – the delivery of perishable foods to over 50 different retailers. 3x times a week
CHANNELS
CUSTOMER SEGMENTS
B2B Customers:
Wholesalers
SMALL BUSINESS < or EQUAL to 10
Typically, will operate from multiple sites, through LCV and HGV specialist combined garage network, but may also have 500 or more Approved Garage Partners and a UK-wide team of mobile technicians equipped to support fleet managers with the transition to electric vehicle
Companies that conduct sales via e-Commerce channels, that do not operate a fully digitised supply chain. Web to warehouse is not completely digitised. With manual and paper-based activities conducted in the warehouse.
Self serving small businesses that can place a minimum of 3 licenses. Comprising of a back office and 3 mobile licenses vehicle drivers.
PRODUCT
Minimum Revenue: Breakeven Revenue: [ insert] Total No. Type of customer to reach (10%), (20%) or (30%) profitability per Week, Month, Quarter [ insert here]
MARKET
ENTERPRISES > 150 VEHICLES
MID – TEIR > 100 VEHICLES
Mid-Tier Entity - Operations Director/ Manager < 100 Vehicles
Need to view different suppliers and shipping options. Make quick decisions about fulfilment and select the facility from which to ship the product. Receive up-to-date information about product’s location throughout the lifecycle of the shipping and delivery. Easily make edict to their orders and perform self-service support.
e-Commerce is a significant revenue driver for wholesale distributors with nearly 21%. reporting eCommerce sales accounted for 20% - 30% of total revenue. Invest in security to ensure that customers continue to assure customers they will experience secure, compliant transactions that reduce risk.
Amanda Harvey
Challenges and Point Points
B2B customers now expect their distributors to make the experience of buying wholesale products more aligned with the experience of purchasing from ecommerce retailers. They are willing to switch distributors if distributors do not meet their expectations.
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Location: The UK
Age of Children: Under 7 years old
Drivers: Customers Expect Retail Like Customer Experience
Drivers: Complete View of the Order Management Process
Drivers: Adopt Automation
Traditional wholesale distributors do not have the same level of automation that B2C giants do. Often running larger volumes with costly employee-intensive operations. When automation technologies are applied to the wholesale distribution supply chain this can boost speed, efficiency and cost-effectiveness.
Older infrastructure inhibits, wholesale distributors from developing new business models. Such as direct to consumer, subscriptions, and omnichannel. These business models are necessary for wholesale distributors to keep up with the competition. Edge of the cloud competition will play a critical role in the future.
Drivers: Dynamic & Evolving Markets
Advanced technologies such as the Cloud, AI and Machine Learning can help businesses speed up processes, cost effectively improve logistics and better manage supply chains.
Drivers: New Business Models
Challenges and Point Points
Drivers: Develop Value Added Service:
Wholesalers have difficulty delivering value added services such as convenient order pick up and selective retail sales. Customers close to warehouses t desire the ability to pick-up their orders and purchase items directly from the distributor.
Drivers: Inventory Management Optimisation
Leverage vendor management inventory (VMI) to gain inventory visibility for efficient replenishment management. VMI optimises profits by preventing stock-outs and excess inventory.
.
Difficulty in using inventory visibility for efficient replenishment management. VMI optimises profits by preventing stock-outs and excess inventory.
.
The integration of the front and back-office systems that is the website and the warehouse. Digitally connecting data and processes across the entire company from channel, sales, order management, procurement, and planning to warehousing, transportation and workforce management. Play’s an influential role in significantly improving supply chain operations. Whilst increasing the quality of customer and employee experiences.
.
Drivers: Exploiting Vendor Management inventory (VMI)
Drivers: Integrating the Back and Front Office
Drivers: Innovation Lead Growth
Job Title: Operations Director & Operations Manager
Level of Education: Degree or
Masters
Quote: The information about package is as important as the delivery of the package itself
Annual Income: £48,728 - £150,000
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Mid-Tier Entity - Operations Director/ Manager < 100 Vehicles
Leverage technologies that enable your field representatives to share responsibilities with remote online sales. To facilitate self-service for younger clients B2B clients that prefer a more hands-off sales approach. Implement order-cash-solution to support a remote workforce and expand the sales territory.
Amanda Harvey
Challenges and Point Points
Gartner says 80% of B2B sales interactions between suppliers and buyers will occur in digital channels in 2025. The sales channel has also radically changed the reality now is that when a B2B buyer is comparing options, they will only spend 17% of their time meeting with suppliers – so each individual company gets around 5% of the customer’s time. The rest of their time is spent researching independently online and offline (45%) and on a few other smaller tasks.
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Location: The UK
Age of Children: Under 7 years old
Drivers: Sales Leaders Must Adopt a Digital-First Approach
Drivers: Development of eCommerce Platforms
The level of efficiency, accuracy and speed that modern wholesale distributors now require cannot be achieved through legacy systems. In today’s digital world automation is critical for organisations to take that next transformational step and be able to compete for B2B customers.
Drivers: Inventory and Warehouse Management Software
is growing increasingly popular among organisations with a warehouse or warehouses to run – that is, a dedicated technology platform which helps track and optimise inventory.
Drivers: Top to Bottom Automation
Challenges and Point Points
Drivers: Disintermediation
In 2022 wholesalers are increasingly at risk of coming into competition with their own customers, as manufacturers look to sell directly to their consumers – skipping the traditional distribution model. In the UK Direct to Consumer (D2C) sales are forecasted to grow in the following categories by the following percentages. Food and Drink (27.5%); Furniture and Houseware (59%); Electronics (39%); Sports Clothing and Equipment (53%); General Clothing (40%); Toys (17%); Cosmetics (15%); Jewellery and Watches (10%). This will have significant implications for wholesale distributors. (Source:Statistica).
.
Customers and potential employees expect a culture of sustainability hence integrating sustainably into the supply chain is essential to enhance the reputation of wholesalers with their B2B clients and potential employee’s.
There is a big challenge in attracting top talent, automation may be deployed to remove trivial, low-value tasks from employee workloads. Eliminate silos, by transitioning to tools that breakdown traditional silos and provides the employees with a comprehensive view of the customer journey.
.
Drivers: Culture of Sustainability
Drivers: Attracting Top Talent
Drivers: Embrace Hybrid Selling Models
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Job Title: Operations Director & Operations Manager
Quote: The information about package is as important as the delivery of the package itself
Level of Education: Degree or
Masters
Annual Income: £48,728 - £150,000
If wholesalers want to appeal to the growing B2B eCommerce market and prove their value, they’re going to need a contemporary, simple-to-use eCommerce platform.
Mid-Tier Entity - Operations Director/ Manager < 100 Vehicles
Third party provider due diligence and selection along with other needs analyses across the entire Supply Chain. Direct and oversee distribution partner activities, including all activities related to customer service.
Develop and maintain productivity/performance standards for all staff and operations. Track and report key performance metrics. Utilize resulting data to identify improvement opportunities for both operational processes and individual employee’s performance.
Amanda Harvey
Goals and Values
Drivers: Business Growth
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Location: The UK
Age of Children: Under 7 years old
Acts as an expert in improving the effectiveness and efficiency of external supply chain and logistic processes to create a strategic, competitive advantage for clients
Drivers: Improve Operational Efficiencies
Drivers: Development of Strategy
Drivers: Supplier Management
Best supply chain and logistic strategy and practices by addressing issues such as distribution network optimization, inventory management and improvement, manufacturing and distribution operational design and efficiency, transportation mode optimization, warehouse and transportation management systems, sourcing and procurement optimization
Stay on top of new UK and EU government regulations and industry standards. Ensure that supply chain activities are fully compliant with the updated regulation
Drivers: Compliance
Goals and Values
Continuously look for process, systems, and/or equipment-based opportunities to enhance the productivity and output of the facility. Coordinate with internal and external resources to develop the appropriate project plans and timelines, and project the required investments needed to realize those opportunities.
Drivers: Productivity Optimisaition
Drivers: Product Distribution Strategies
Responsible for the establishment and the execution of new product distribution strategies and launch preparedness for all Sarepta pipeline products
Drivers: Staff Recruitment & Performance
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Job Title: Operations Director & Operations Manager
Level of Education: Degree or
Masters
Quote: Information about package is as important as the delivery of the package itself
Annual Income: £48,728 - £150,000
Is responsible for business development, client engagement, analysis, project management, business optimization, performance management, and implementation
Drivers: Contract Negotiation
Negotiate and execute distribution contracts including oversight and management of renewals, terms of sale, revenue recognition, payment/collections for product sales with assigned specialty distributors.
Mid -Tier - Operations Director/ Manager < 100 Vehicles
Sources of Information
Amanda Harvey
Will have final say but is part of a decision-making unit. That may comprise of the procurement department, CFO and CTO and users of the application.
Objection & Role in Purchase Process
Books
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Age of Children: Under 7 years old
Location: The UK
Job Title: Operations Director & Operations Manager
Level of Education: Degree or
Masters
Quote: The information about package is as important as the delivery of the package itself
Annual Income: £48,728 - £150,000
B2B buyers are conducting a considerable amount of their research online before purchasing a product. Hence, are well versed on the price of products and find that there is limited differentiation between brands.
Role in Purchase Process
Magazines
Blogs/Websites
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Conferences
Gurus
Location: The UK
We'll buy soon
Bite back your disappointment. this could be gold dust. Your contact is about to reveal some invaluable information about the organisation. With a little sensible dialogue you can answer all sorts of questions. How are decisions made? Who they consult with and respect? Who are the blockers or the people most affected by change? Even where to go for the next sale if land and expand is your strategy. Pin your ears back and listen.
No Time Right Now
I Need a New Feature
Not a Priority at the Moment
First and foremost you have to show respect for this objection. You are talking to someone who has other problems. Maybe they don’t see all the benefits your solution offers. More likely those other challenges really matter more. Try to find out what is the top priority. Could be you product will help. Or at least you will have a clear idea whether this customer is worth pursuing further down the line.
Check if you can schedule for a better time and get out of there. It does not matter how little time you take up. Your contact does not want to talk and you need to respect that. If they offer a convenient time, chances are you will be able to have a constructive follow up conversation. Push too hard and the door will be slammed shut. Remember you are building a relationship in B2B sales.
Mid -Tier - Operations Director/ Manager >100 Vehicles
Think & Feel
Empathy Map
See
•
•
Say & Do
Hear
Amanda Harvey
ROUTE MAGIC PERSONA WHOLESALER-
SMALL BUSINESS
PRODUCT – ROUTE MAGIC
Lea n Canvas
April 1st 2022
Iteration #1.0
COST STRUCTURE
Customer Acquisition Costs:
Distribution Costs:.
REVENUE STREAMS
Revenue Model: :
Revenue:
Gross Margin:
PROBLEMS
11.0 Effective Real-Time Delivery Tracking System:
12.0 Faster Same Day Deliveries:
13.0 Automatic Route Planning :
SOLUTION
Cloud-based software to plan, optimise, manage and track the delivery of your goods from order to invoice.
KEY METRICS
QUALITATIVE METRICS
OPERATIONAL
UNIQUE VALUE PROPOSITIONS
Cloud-based software to plan, optimise, manage and track the delivery of your goods from order to invoice.
UNFAIR ADVANTAGE
Innovative Product: Unique ahead of the curve,
approach in contributing to the creation of
an alkaline environment through foods.
Complex Logistics System – the delivery of perishable foods to over 50 different retailers. 3x times a week
CHANNELS
CUSTOMER SEGMENTS
B2B Customers:
Wholesalers
SMALL BUSINESS < or EQUAL to 10
Typically, will operate from multiple sites, through LCV and HGV specialist combined garage network, but may also have 500 or more Approved Garage Partners and a UK-wide team of mobile technicians equipped to support fleet managers with the transition to electric vehicle
Companies that conduct sales via e-Commerce channels, that do not operate a fully digitised supply chain. Web to warehouse is not completely digitised. With manual and paper-based activities conducted in the warehouse.
Self serving small businesses that can place a minimum of 3 licenses. Comprising of a back office and 3 mobile licenses vehicle drivers.
PRODUCT
Minimum Revenue: Breakeven Revenue: [ insert] Total No. Type of customer to reach (10%), (20%) or (30%) profitability per Week, Month, Quarter [ insert here]
MARKET
ENTERPRISES > 150 VEHICLES
MID – TEIR > 100 VEHICLES
Small Business – Owner or Manager < Vehicles 10
To understand their client’s needs, as well as their own timely KPI reporting. Enhanced reporting and communication with clients will ultimately lead to increased success and client retention.
Understanding the costs that influence margins and price. Such as raw materials, labor, operating expenses, and equipment. Is essential for any business but more so for small businesses.
Daren Temple
Using a variety of suppliers may require using a third-party platform to track movements of shipments to allow for transparency. Route optimization software can assist in supplier management. To enable flexibility on pricing and timing.
Challenges and Pain Points
The need for visibility in the supply chain is becoming more prominent as firms seek to increase efficiency and flexibility in the ways that they do business. Visibility is especially crucial to small and mid-size companies because they must aim to satisfy their customers’ needs to maintain loyalty.
Drivers: Visibility of the Supply Chain
Drivers: Implementing New Technologies
Drivers: Automating Operations with Tech
Automating capabilities such as planning schedules, production and inventory needs, analytics, and machine learning can help businesses understand supply and demand and react to any obstacles impeding performance.
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Age of Children: Under 7 years old
Location: The UK
Drivers: Diversification
Automating capabilities such as planning schedules, production and inventory needs, analytics, and machine learning can help businesses understand supply and demand and react to any obstacles impeding performance.
Challenges and Pain Points
Creating a pricing calculator is paramount, especially with monthly increases to inflation, to be able to conclude what your new pricing should be to maintain margins.
This type of negotiation often involves a team that has a good understanding of the process and how to delegate spending to the business to prioritize your company’s growth.
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Drivers: Understanding Costs
Drivers: Supplier Management
Drivers: Timing
The time, quantity, and destination of shipments play a significant role in supply chains. When a company places orders, that can go to businesses, that store, assemble and deliver products. Route management software enables SMES to adopt a ” Just-in-Case” approach, to prevent stock-out.
Drivers: Negotiation
Job Title: Operations Director & Operations Manager
Quote: Information about the package is as important as the delivery of the package itself
Level of Education: Degree or
Masters
Annual Income: £48,728 - £150,000
Small Business – Owner or Manager < Vehicles 10
Responsible for the preparation, maintenance and submission of warranty and claims with respective suppliers. Ensure with all claims are processed and products are re-ordered
Manage site financials, provide monthly cost forecasts, understand site variances, inform stake holders of site financial performance.
Drivers: Lowering Warehouse Costs
Develops warehouse design by planning layout, product flow, and product handling systems. Develops warehouse operations systems by analysing process workflow and implementing changes.
Daren Temple
Goals and Values
Drivers: Supplier Administration
Drivers: Workflow and Process Management
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Location: The UK
Age of Children: Under 7 years old
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Job Title: Owner or Manager
Level of Education: Degree or
Masters
Quote: Information about the package is as important as the delivery of the package itself
Annual Income: £48,728 - £150,000
Drivers: Improve Efficiency of Warehouse
Work closely with branch manager to execute projects to improve overall efficiency of branch.
Drivers: Planning of Warehouse Operations
Drivers: Overseas Logistics
Oversees distribution, warehousing, and shipping. Manages warehouse operations by forecasting requirements, preparing budgets, and scheduling expenditures.
Proven track record in designing and implementing new processes throughout multiple warehouses and installation operations.
Drivers: Technology Aware
Ability to lead the warehouse workers and provide coaching, communication, and training on ongoing changes. Responsible for scheduling vacations and time off per policy with the least amount of disruption to the department to meet customer needs.
Proven track record in designing and implementing new processes throughout multiple warehouses and installation operations.
Drivers: Management of Team
Drivers: Reporting and Data Management
Knows that he needs to be proficient with ERP software and related reporting. Comfortable with data and technology, in addition to process and people, to run the warehouse operation
Drivers: Innovative Improvement
Drives innovation and Continuous Improvement at the site, is a champion of Change Management to support operational improvements
Goals and Values
Small Business – Owner or Manager < Vehicles 10
1.0 Wholesale Distribution Business: Step-by-Step Startup Guide
2.0 Start Your Own Wholesale Distribution Business: Your Step-By-Step Guide to Success
3.0 Wholesale Distribution Channels: New Insights and Perspectives
4.0 How to Start A Wholesale Distribution Business - eBook
Your Product is Too Expensive.
Objection Handling
Source of Information
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Age of Children: Under 7 years old
Location: The UK
Guru’s
Wholesale magazines for retailers�1. Independent Retailer�2. Retailers Forum�3. Solomayoreo [SOLO]�4. Retailing Insight Trade Magazine
Book
Magazines
Conferences
Blogs/Websites
Marina Mayer (@MarinaMayer) / Twitter
Dean Foust: @deanfoust
Martijn Graat @LogisticsMatter
Paul Page @PaulPage
Sabine Mueller @MuellerSabine13
Steve Banker @steve_scm
Adrian Gonzalez @talkinlogistics
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Job Title: Owner or Manager
Quote: Information about the package is as important as the delivery of the package itself
Level of Education: Degree or
Masters
Annual Income: £48,728 - £150,000
I Need a New Feature
The customer does not see the value in your product. He may also be telling you that your competition are cheaper or better value. Or they may not have enough in the budget to pay your price. Bear in mind that customer budgets don’t just need to cover your SaaS subscription. Implementation and change costs need to come out of the same pot.
The buyer is telling you what needs to change to convince them of the value on offer.
This could be the exact thing you need to hit the product/ market fit sweet spot. Or it might be an expensive customisation that is only relevant to one customer.
It is also possible that the features may not add anything. Some bells and whistles could just be what your contact needs to win the argument inside his own organisation.� �The key is to find out why those features are important. What value will they add for this customer? Does this sound as if it applies to a wider market?
Great Product However,…..
The customer may view an established competitor as a less risky option who will cover a wider spectrum. Alternatively your company doesn’t meet the resilience test for this customer. In either of these situations, finding partners may be the solution. Systems implementers and consulting firms can provide both the strength and breadth you require.
Role in Purchase
Daren Temple
In small companies the owner is usually the decision marker
Small Business – Owner or Manager < Vehicles 10
Think & Feel
Empathy Map
See
•
•
Say & Do
Hear
Daren Temple
ROUTE MAGIC PERSONA FLEETMANAGEMENT-
ENTERPRISES
PRODUCT – ROUTE MAGIC
Lea n Canvas
April 1st 2022
Iteration #1.0
COST STRUCTURE
Customer Acquisition Costs:
Distribution Costs:.
REVENUE STREAMS
Revenue Model: :
Revenue:
Gross Margin:
PROBLEMS
11.0 Effective Real-Time Delivery Tracking System:
12.0 Faster Same Day Deliveries:
13.0 Automatic Route Planning :
SOLUTION
Cloud-based software to plan, optimise, manage and track the delivery of your goods from order to invoice.
KEY METRICS
QUALITATIVE METRICS
OPERATIONAL
UNIQUE VALUE PROPOSITIONS
Cloud-based software to plan, optimise, manage and track the delivery of your goods from order to invoice.
UNFAIR ADVANTAGE
Innovative Product: Unique ahead of the
curve,
approach in contributing to the creation of
an alkaline environment through foods.
Complex Logistics System – the delivery of perishable foods to over 50 different retailers. 3x times a week
CHANNELS
CUSTOMER SEGMENTS
B2B Customers:
Wholesalers
SMALL BUSINESS < or EQUAL to 10
Typically, will operate from multiple sites, through LCV and HGV specialist combined garage network, but may also have 500 or more Approved Garage Partners and a UK-wide team of mobile technicians equipped to support fleet managers with the transition to electric vehicle
Companies that conduct sales via e-Commerce channels, that do not operate a fully digitised supply chain. Web to warehouse is not completely digitised. With manual and paper-based activities conducted in the warehouse.
Self serving small businesses that can place a minimum of 3 licenses. Comprising of a back office and 3 mobile licenses vehicle drivers.
PRODUCT
Minimum Revenue: Breakeven Revenue: [ insert] Total No. Type of customer to reach (10%), (20%) or (30%) profitability per Week, Month, Quarter [ insert here]
MARKET
ENTERPRISES > 150 VEHICLES
MID – TEIR > 100 VEHICLES
Enterprise Fleet Management - Operations Director/ Manager >100 Vehicles
For companies that deploy multiple providers of software to manage their data. Suffer increased management time, limited ability to exploit the cross-application benefits and difficulty drawing comparisons between vehicles.
Drivers: Leveraging Connected Tech for Fleet Maintenance
The recruitment of relevant staff with the level of expertise necessary skill, access to tools and technologies and the implementation of the right infrastructure to enable the seamless execution of the companies strategy.
Martin Mulberry
Challenges & Pain Points
The delivery of cost-effective energy management systems by a) Real-time monitoring of the loads and achieve demand forecasting based on acquired data for a certain period. b) Source management to satisfy the variable demand by parallel operation of sources. c) Overcurrent protection mechanism and load automation using IOT.
Drivers: Efficient Use of Telematic Software
Drivers: Load Sharing
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Location: The UK
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Drivers: Fleet Compliance
The ability to access risk management tools to track, monitor and determine the integrity, of the product and supply, delivery delay, regulatory issues, sudden price changes, and export restrictions from trade, regulator or political policy change.
Challenges & Pain Points
Fuel costs are the number one challenge fleet leaders are worried about heading into 2023 (59%), rising to 66% of last-mile fleets, where fuel represents a much bigger proportion of overall costs. More then half of fleets (76%) say their fuel costs have increased in the past six months, with oil prices set to rise even higher next year.
Drivers: Driver Management
According to Solera’s study, 79% of fleet managers indicate that they need to make deliveries faster and more efficiently to meet rising customer demands. Over half (60%) also said the volume of deliveries they were expected to make had also increased in the past six months.
Drivers: Meeting Customer Expectations
Drivers: Fleet Cost Control
Drivers: Fleet Safety
Challenges with engaging with workflow automation and best practice data management capabilities. To integrate, validate and centralise data from multiple sources. To provide visibility across the operations and ensure data is available to the right people, in the right format at the right time.
Age of Children: Under 7 years old
Job Title: Operations Director & Operations Manager
Level of Education: Degree or
Masters
Quote: The information about package is as important as the delivery of the package itself
Annual Income: £48,728 - £150,000
Inability to access real-time data to receive accurate and timely diagnostic reports. For when vehicles require repair or maintenance to ensure parts are ready. Access to operational data, such as driving style and fuel consumption, to help fine- tune future design and boost vehicle efficiency.
Drivers: Looming Global Recession
At the same time, almost a quarter (22%) of fleet decision-makers are concerned about the impact a global recession will have on their drivers in 2023. Fleets in Spain (33%), Portugal (29%), and Austria (28%) are the most concerned about a looming economic crisis.
Drivers: Excessive Time spent on Admin
49% of fleet managers say that at least one of their team members spend 1.5 to 2 hours on quoting and invoicing, 42% on identifying and dispatching the best worker for the job, 43% on expense management and 40% on keeping customers informed.
Enterprise Fleet Management - Operations Director/ Manager >100 Vehicles
The adaptation of the ride hailing business model for the management of virtual fleets like Uber and Didi Chuxing.
Enabling the operation of ‘vehicle-less’ fleets, using technology to call for deliveries on-demand and combine loads with other businesses for greater efficiency. And an asset light business model
Drivers: AI and Machine Learning
Fleet Managers often don’t have the tools or specialist support they need. 60% of fleet managers say they didn’t have the expertise internally to keep up with the pace of change in the industry.
34% of Fleet Managers would find external support and advice helpful in the transition to new technologies and vehicles types.
Martin Mulberry
Challenges & Pain Points
The industry is also in two minds about autonomous vehicles with almost equal numbers viewing them as a threat (77%) and an opportunity (76%).
Drivers: Vehicle: Ride Hailing Business Model for Virtual Fleet Management
Drivers: The Introduction of New Vehicle Types
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Location: The UK
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Drivers: Intelligent Systems
Challenges & Pain Points
35% of fleet managers say they anticipate challenges in integrating new fuel types into the fleet. Expense, related to upfront or running costs. Negative reaction from the company’s drivers, compliance with relevant laws and regulations. Over the next 5 –years.
Drivers: Deployment of the Cloud for Fleet Management
Drivers: Lack of Tools and Support
Freight optimisation and the growth of demand-matching. The role of intelligent systems in optimising order allocation and the placement of vehicles and drivers.
Difficulty in monitoring and maintaining vehicles on the go via the cloud.. The delivery of repairs and servicing delivered via download app. Or mobile service team, changing current models for management, maintenance and reliability of fleets.
Respondents singled out business technology — to streamline back-office operations (40%), to demonstrate business value and to enable wireless fleet monitoring - as having the greatest potential to transform operations.
Drivers: The Introduction of New Tech
Drivers: The Adoption of New Fuel Types
Drivers: Intelligent Vehicles
Challenges with engaging with workflow automation and best practice data management capabilities. To integrate, validate and centralise data from multiple sources. To provide visibility across the operations and ensure data is available to the right people, in the right format at the right time.
Age of Children: Under 7 years old
Job Title: Operations Director & Operations Manager
Level of Education: Degree or
Masters
Quote: The information about package is as important as the delivery of the package itself
Annual Income: £48,728 - £150,000
Using Artificial Intelligence to predict behaviour on fleet management platforms to balance supply and demand, could reduce costs by up to 20%. Leveraging l fleets based on supply and demand across the platform.
Drivers: Fuel Efficiency Management
Fuel costs are the number one challenge fleet leaders are worried about heading into 2023 (59%), rising to 66% of last-mile fleets, where fuel represents a much bigger proportion of overall costs. More then half of fleets (76%) say their fuel costs have increased in the past six months, with oil prices set to rise even higher next year.
Enterprise Fleet Management - Operations Director/ Manager >100 Vehicles
The adaptation of the ride hailing business model for the management of virtual fleets like Uber and Didi Chuxing.
Enabling the operation of ‘vehicle-less’ fleets, using technology to call for deliveries on-demand and combine loads with other businesses for greater efficiency. And an asset light business model.
Drivers: Suppler Management
Leveraging data, technology infrastructure and the organisation of people into cross functional and cross company teams. To facilitate that optimisation of the supply chain.
Drivers: AI and Machine Learning
Martin Mulberry
Goals and Values
Quantification of risk metrics, location and event specific risks. With the provision of actionable inputs for the monitoring and management of risk.
Drivers: Vehicle: Ride Hailing Business Model for Virtual Fleet Management
Drivers: Security Risk Monitoring
Quote: The information about package is as important as the delivery of the package itself
Job Title: Operations Director & Operations Manager
Annual Income: £48,728 - £150,000
Level of Education: Degree or
Masters
Strategy, insight, intelligence and expertise to enable cost optimisation in transportation and logistics.
Drivers: Intelligent Vehicles
Drivers: Lack of Tools and Support
Fleet Managers often don’t have the tools or specialist support they need. 60% of fleet managers say they didn’t have the expertise internally to keep up with the pace of change in the industry.
Goals and Values
Redefine supplier relationships in order to facilitate overall operational goals of key operational functions.
Drivers: Deployment of the Cloud for Fleet Management
Centralised data hub, that simplifies and standardised 3rd party risk management. Enabling companies to maintain up-to-date information on vendors.
Difficulty in monitoring and maintaining vehicles on the go via the cloud.. The delivery of repairs and servicing delivered via download app. Or mobile service team, changing current models for management, maintenance and reliability of fleets.
A wider scenarios planning approach; to enable organisations to be agile enough to deal with disruptions to the supple chain.
Drivers: Boarder Scenario Planning
Drivers: Refining of External Relationships
Drivers: Fuel Efficiency Management
Exploiting external services through supplier validation, vetting, third party management data and platform services.
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Age of Children: Under 7 years old
Location: The UK
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Enterprise - Operations Director/ Manager >100 Vehicles
Sources of Information
1.0 Fleet Management by Peter P Curry
2.0 The Ultimate Guide to Commercial Fleet Management
3.0 Fleet Management and Logistics
4.0 Fleet Management by John E Dolce
4.0 Advanced Strategies in Supply Chain: Competing in the New Normal
5.0 Data Science for Supply Chain Forecasting
Martin Murray
Will have final say but is part of a decision-making unit. That may comprise of the procurement department, CFO and CTO.
Objection & Role in Purchase Process
Books
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Age of Children: Under 7 years old
Location: The UK
Job Title: Operations Director & Operations Manager
Level of Education: Degree or
Masters
Quote: The information about package is as important as the delivery of the package itself
Annual Income: £48,728 - £150,000
Accessibility of Product
The buyer is telling you what needs to change to convince them of the value on offer.
This could be the exact thing you need to hit the product/ market fit sweet spot. Or it might be an expensive customisation that is only relevant to one customer.
It is also possible that the features may not add anything. Some bells and whistles could just be what your contact needs to win the argument inside his own organisation.� �The key is to find out why those features are important. What value will they add for this customer? Does this sound as if it applies to a wider market?
.
Magazines
Blogs/Websites
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Conferences
Gurus
Supply Chain Conferences in UK 2022/2023/2024
International Conference on Liner Ship Fleet Planning and Risk Management
Your Product is Too Expensive.
The customer does not see the value in your product. He may also be telling you that your competition are cheaper or better value. Or they may not have enough in the budget to pay your price. Bear in mind that customer budgets don’t just need to cover your SaaS subscription. Implementation and change costs need to come out of the same pot.
Need to Meet Decision Makers
Role in Final Decision
Bite back your disappointment. this could be gold dust. Your contact is about to reveal some invaluable information about the organisation. With a little sensible dialogue you can answer all sorts of questions. How are decisions made? Who they consult with and respect? Who are the blockers or the people most affected by change? Even where to go for the next sale if land and expand is your strategy. Pin your ears back and listen.
Enterprise Fleet Management- Operations Director/ Manager >100 Vehicles
Think & Feel
Empathy Map
See
•
•
Say & Do
Hear
Martin Murray
Enterprise Fleet Management- Operations Director/ Manager >100 Vehicles
Think & Feel
Empathy Map – The Environment
See
•
•
Say & Do
Hear
ROUTE MAGIC PERSONA FLEETMANAGEMENT-
MIDTIER ORGANISATIONS
Mid-Tier Entity - Operations Director/ Manager < 100 Vehicles
For companies that deploy multiple providers of software to manage their data. Suffer increased management time, limited ability to exploit the cross-application benefits and difficulty drawing comparisons between vehicles.
Drivers: Leveraging Connected Tech for Fleet Maintenance
The recruitment of relevant staff with the level of expertise necessary skill, access to tools and technologies and the implementation of the right infrastructure to enable the seamless execution of the companies strategy.
Amanda Harvey
Challenges & Pain Points
The delivery of cost-effective energy management systems by a) Real-time monitoring of the loads and achieve demand forecasting based on acquired data for a certain period. b) Source management to satisfy the variable demand by parallel operation of sources. c) Overcurrent protection mechanism and load automation using IOT.
Drivers: Efficient Use of Telematic Software
Drivers: Load Sharing
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Location: The UK
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Drivers: Fleet Compliance
The ability to access risk management tools to track, monitor and determine the integrity, of the product and supply, delivery delay, regulatory issues, sudden price changes, and export restrictions from trade, regulator or political policy change.
Challenges & Pain Points
Fuel costs are the number one challenge fleet leaders are worried about heading into 2023 (59%), rising to 66% of last-mile fleets, where fuel represents a much bigger proportion of overall costs. More then half of fleets (76%) say their fuel costs have increased in the past six months, with oil prices set to rise even higher next year.
Drivers: Driver Management
According to Solera’s study, 79% of fleet managers indicate that they need to make deliveries faster and more efficiently to meet rising customer demands. Over half (60%) also said the volume of deliveries they were expected to make had also increased in the past six months.
Drivers: Meeting Customer Expectations
Drivers: Fleet Cost Control
Drivers: Fleet Safety
Challenges with engaging with workflow automation and best practice data management capabilities. To integrate, validate and centralise data from multiple sources. To provide visibility across the operations and ensure data is available to the right people, in the right format at the right time.
Age of Children: Under 7 years old
Job Title: Operations Director & Operations Manager
Level of Education: Degree or
Masters
Quote: The information about package is as important as the delivery of the package itself
Annual Income: £48,728 - £150,000
Inability to access real-time data to receive accurate and timely diagnostic reports. For when vehicles require repair or maintenance to ensure parts are ready. Access to operational data, such as driving style and fuel consumption, to help fine- tune future design and boost vehicle efficiency.
Drivers: Looming Global Recession
At the same time, almost a quarter (22%) of fleet decision-makers are concerned about the impact a global recession will have on their drivers in 2023. Fleets in Spain (33%), Portugal (29%), and Austria (28%) are the most concerned about a looming economic crisis.
Drivers: Excessive Time spent on Admin
49% of fleet managers say that at least one of their team members spend 1.5 to 2 hours on quoting and invoicing, 42% on identifying and dispatching the best worker for the job, 43% on expense management and 40% on keeping customers informed.
Mid-Tier Entity - Operations Director/ Manager < 100 Vehicles
The adaptation of the ride hailing business model for the management of virtual fleets like Uber and Didi Chuxing.
Enabling the operation of ‘vehicle-less’ fleets, using technology to call for deliveries on-demand and combine loads with other businesses for greater efficiency. And an asset light business model
Drivers: AI and Machine Learning
Fleet Managers often don’t have the tools or specialist support they need. 60% of fleet managers say they didn’t have the expertise internally to keep up with the pace of change in the industry.
34% of Fleet Managers would find external support and advice helpful in the transition to new technologies and vehicles types.
Amanda Harvey
Challenges & Pain Points
The industry is also in two minds about autonomous vehicles with almost equal numbers viewing them as a threat (77%) and an opportunity (76%).
Drivers: Vehicle: Ride Hailing Business Model for Virtual Fleet Management
Drivers: The Introduction of New Vehicle Types
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Location: The UK
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Drivers: Intelligent Systems
Challenges & Pain Points
35% of fleet managers say they anticipate challenges in integrating new fuel types into the fleet. Expense, related to upfront or running costs. Negative reaction from the company’s drivers, compliance with relevant laws and regulations. Over the next 5 –years.
Drivers: Deployment of the Cloud for Fleet Management
Drivers: Lack of Tools and Support
Freight optimisation and the growth of demand-matching. The role of intelligent systems in optimising order allocation and the placement of vehicles and drivers.
Difficulty in monitoring and maintaining vehicles on the go via the cloud.. The delivery of repairs and servicing delivered via download app. Or mobile service team, changing current models for management, maintenance and reliability of fleets.
Respondents singled out business technology — to streamline back-office operations (40%), to demonstrate business value and to enable wireless fleet monitoring - as having the greatest potential to transform operations.
Drivers: The Introduction of New Tech
Drivers: The Adoption of New Fuel Types
Drivers: Intelligent Vehicles
Challenges with engaging with workflow automation and best practice data management capabilities. To integrate, validate and centralise data from multiple sources. To provide visibility across the operations and ensure data is available to the right people, in the right format at the right time.
Age of Children: Under 7 years old
Job Title: Operations Director & Operations Manager
Level of Education: Degree or
Masters
Quote: The information about package is as important as the delivery of the package itself
Annual Income: £48,728 - £150,000
Using Artificial Intelligence to predict behaviour on fleet management platforms to balance supply and demand, could reduce costs by up to 20%. Leveraging l fleets based on supply and demand across the platform.
Drivers: Fuel Efficiency Management
Fuel costs are the number one challenge fleet leaders are worried about heading into 2023 (59%), rising to 66% of last-mile fleets, where fuel represents a much bigger proportion of overall costs. More then half of fleets (76%) say their fuel costs have increased in the past six months, with oil prices set to rise even higher next year.
Mid-Tier Entity - Operations Director/ Manager < 100 Vehicles
Third party provider due diligence and selection along with other needs analyses across the entire Supply Chain. Direct and oversee distribution partner activities, including all activities related to customer service.
Develop and maintain productivity/performance standards for all staff and operations. Track and report key performance metrics. Utilize resulting data to identify improvement opportunities for both operational processes and individual employee’s performance.
Amanda Harvey
Goals and Values
Drivers: Business Growth
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Location: The UK
Age of Children: Under 7 years old
Acts as an expert in improving the effectiveness and efficiency of external supply chain and logistic processes to create a strategic, competitive advantage for clients
Drivers: Improve Operational Efficiencies
Drivers: Development of Strategy
Drivers: Supplier Management
Best supply chain and logistic strategy and practices by addressing issues such as distribution network optimization, inventory management and improvement, manufacturing and distribution operational design and efficiency, transportation mode optimization, warehouse and transportation management systems, sourcing and procurement optimization
Stay on top of new UK and EU government regulations and industry standards. Ensure that supply chain activities are fully compliant with the updated regulation
Drivers: Compliance
Goals and Values
Continuously look for process, systems, and/or equipment-based opportunities to enhance the productivity and output of the facility. Coordinate with internal and external resources to develop the appropriate project plans and timelines, and project the required investments needed to realize those opportunities.
Drivers: Productivity Optimisaition
Drivers: Product Distribution Strategies
Responsible for the establishment and the execution of new product distribution strategies and launch preparedness for all Sarepta pipeline products
Drivers: Staff Recruitment & Performance
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Job Title: Operations Director & Operations Manager
Level of Education: Degree or
Masters
Quote: Information about package is as important as the delivery of the package itself
Annual Income: £48,728 - £150,000
Is responsible for business development, client engagement, analysis, project management, business optimization, performance management, and implementation
Drivers: Contract Negotiation
Negotiate and execute distribution contracts including oversight and management of renewals, terms of sale, revenue recognition, payment/collections for product sales with assigned specialty distributors.
Mid-Tier Entity - Operations Director/ Manager < 100 Vehicles
Source of Information
1.0 Fleet Management by Peter P Curry
2.0 The Ultimate Guide to Commercial Fleet Management
3.0 Fleet Management and Logistics
4.0 Fleet Management by John E Dolce
Product Too Expensive
Amanda Harvey
The customer does not see the value in your product. He may also be telling you that your competition are cheaper or better value. Or they may not have enough in the budget to pay your price. Bear in mind that customer budgets don’t just need to cover your SaaS subscription. Implementation and change costs need to come out of the same pot.
I Need New Features
The buyer is telling you what needs to change to convince them of the value on offer.
This could be the exact thing you need to hit the product/ market fit sweet spot. Or it might be an expensive customisation that is only relevant to one customer.
It is also possible that the features may not add anything. Some bells and whistles could just be what your contact needs to win the argument inside his own organisation.� �The key is to find out why those features are important. What value will they add for this customer? Does this sound as if it applies to a wider market?
.
Objection Handling
Books
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Age of Children: Under 7 years old
Location: The UK
I Need to Speak to Decision Makers
Bite back your disappointment. this could be gold dust. Your contact is about to reveal some invaluable information about the organisation.
With a little sensible dialogue you can answer all sorts of questions. How are decisions made? Who they consult with and respect?
Who are the blockers or the people most affected by change? Even where to go for the next sale if land and expand is your strategy. Pin your ears back and listen.
Magazines
Conferences
Blogs & Websites
Gurus
Marina Mayer (@MarinaMayer) / Twitter
Dean Foust: @deanfoust
Martin Great @LogisticsMatter
Paul Page @PaulPage
Sabine Mueller @MuellerSabine13
Steve Banker @steve_scm
Adrian Gonzalez @talkinlogistics
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Job Title: Operations Director & Operations Manager
Level of Education: Degree or
Masters
Quote: Information about package is as important as the delivery of the package itself
Annual Income: £48,728 - £150,000
Mid-Tier Entity - Operations Director/ Manager < 100 Vehicles
Think & Feel
Empathy Map
See
•
•
Say & Do
Hear
Amanda Harvey
ROUTE MAGIC PERSONA FLEETMANAGEMENT-
SMALL BUSINESS
PRODUCT – ROUTE MAGIC
Lea n Canvas
April 1st 2022
Iteration #1.0
COST STRUCTURE
Customer Acquisition Costs:
Distribution Costs:.
REVENUE STREAMS
Revenue Model: :
Revenue:
Gross Margin:
PROBLEMS
11.0 Effective Real-Time Delivery Tracking System:
12.0 Faster Same Day Deliveries:
13.0 Automatic Route Planning :
SOLUTION
Cloud-based software to plan, optimise, manage and track the delivery of your goods from order to invoice.
KEY METRICS
QUALITATIVE METRICS
OPERATIONAL
UNIQUE VALUE PROPOSITIONS
Cloud-based software to plan, optimise, manage and track the delivery of your goods from order to invoice.
UNFAIR ADVANTAGE
Innovative Product: Unique ahead of the
curve,
approach in contributing to the creation of
an alkaline environment through foods.
Complex Logistics System – the delivery of perishable foods to over 50 different retailers. 3x times a week
CHANNELS
CUSTOMER SEGMENTS
B2B Customers:
Wholesalers
SMALL BUSINESS < or EQUAL to 10
Typically, will operate from multiple sites, through LCV and HGV specialist combined garage network, but may also have 500 or more Approved Garage Partners and a UK-wide team of mobile technicians equipped to support fleet managers with the transition to electric vehicle
Companies that conduct sales via e-Commerce channels, that do not operate a fully digitised supply chain. Web to warehouse is not completely digitised. With manual and paper-based activities conducted in the warehouse.
Self serving small businesses that can place a minimum of 3 licenses. Comprising of a back office and 3 mobile licenses vehicle drivers.
PRODUCT
Minimum Revenue: Breakeven Revenue: [ insert] Total No. Type of customer to reach (10%), (20%) or (30%) profitability per Week, Month, Quarter [ insert here]
MARKET
ENTERPRISES > 150 VEHICLES
MID – TEIR > 100 VEHICLES
Small Business – Owner or Manager < Vehicles 10
To understand their client’s needs, as well as their own timely KPI reporting. Enhanced reporting and communication with clients will ultimately lead to increased success and client retention.
Understanding the costs that influence margins and price. Such as raw materials, labour, operating expenses, and equipment. Is essential for any business but more so for small businesses.
Creating a pricing calculator is paramount, especially with monthly increases to inflation, to be able to conclude what your new pricing should be to maintain margins.
This type of negotiation often involves a team that has a good understanding of the process and how to delegate spending to the business to prioritize your company’s growth.
Daren Temple
Using a variety of suppliers may require using a third-party platform to track movements of shipments to allow for transparency. Route optimization software can assist in supplier management. To enable flexibility on pricing and timing.
Challenges and Pain Points
The need for visibility in the supply chain is becoming more prominent as firms seek to increase efficiency and flexibility in the ways that they do business. Visibility is especially crucial to small and mid-size companies because they must aim to satisfy their customers’ needs to maintain loyalty.
Drivers: Visibility of the Supply Chain
Drivers: Implementing New Technologies
Drivers: Automating Operations with Tech
Automating capabilities such as planning schedules, production and inventory needs, analytics, and machine learning can help businesses understand supply and demand and react to any obstacles impeding performance.
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Age of Children: Under 7 years old
Location: The UK
Drivers: Diversification
Automating capabilities such as planning schedules, production and inventory needs, analytics, and machine learning can help businesses understand supply and demand and react to any obstacles impeding performance.
Challenges and Pain Points
The need for visibility in the supply chain is becoming more prominent as firms seek to increase efficiency and flexibility in the ways that they do business. Visibility is especially crucial to small and mid-size companies because they must aim to satisfy their customers’ needs to maintain loyalty.
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Drivers: Visibility of the Supply Chain
Drivers: Management of Multiple Suppliers
Drivers: Timing
The time, quantity, and destination of shipments play a significant role in supply chains. When a company places orders, that can go to businesses, that store, assemble and deliver products. Route management software enables SMES to adopt a ” Just-in-Case” approach, to prevent stock-out.
Drivers: Negotiation
Job Title: Operations Director & Operations Manager
Quote: Information about the package is as important as the delivery of the package itself
Level of Education: Degree or
Masters
Annual Income: £48,728 - £150,000
Small Business – Owner or Manager < Vehicles 10
Providing reports to management on budgeting, schedules, maintenance and fleet progress
Drivers: Management of Fleet Fuel Costs
Drivers: Staff Training
Ensuring that drivers are properly trained on company policies and procedures prior to operating company vehicle.
Daren Temple
Developing and maintaining a fleet operations policies manual that outlines responsibilities and procedures for all fleet operations staff members
Goals and Values
Drivers: Report Management
Drivers: Compliance
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Location: The UK
Age of Children: Under 7 years old
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Job Title: Owner or Manager
Level of Education: Degree or
Masters
Quote: Information about the package is as important as the delivery of the package itself
Annual Income: £48,728 - £150,000
Drivers: Orchestrating Drivers
Coordinating Drivers and on-staff maintenance professionals when setting employee schedules
Ensuring all fleet members have proper licensure and up-to-date training. And drivers are properly trained on company policies and procedures prior to operating company vehicle.
Establishing efficient routes and transportation schedules
Drivers: Route Management
Drivers: Account Management
Communicating with customers to ensure they are satisfied with the quality of service provided by the company
Goals and Values
Maintaining records of fuel consumption, maintenance schedules, and other information about the operation of each vehicle in the fleet
Drivers: Management of Fleet Fuel Costs
Drivers: Management of Fleet Fuel Costs
Maintaining records of fuel consumption, maintenance schedules, and other information about the operation of each vehicle in the fleet
Small Business – Owner or Manager < Vehicles 10
1.0 Fleet Management by Peter P Curry
2.0 The Ultimate Guide to Commercial Fleet Management
3.0 Fleet Management and Logistics
4.0 Fleet Management by John E Dolce
Your Product is Too Expensive.
Objection Handling
Source of Information
Age: 25- 55: years old
Gender: Male or Female
Marital Status: Married
Age of Children: Under 7 years old
Location: The UK
Guru’s
Book
Magazines
Conferences
Blogs/Websites
Marina Mayer (@MarinaMayer) / Twitter
Dean Foust: @deanfoust
Martijn Graat @LogisticsMatter
Paul Page @PaulPage
Sabine Mueller @MuellerSabine13
Steve Banker @steve_scm
Adrian Gonzalez @talkinlogistics
Occupation: Operation management and budget control responsibilities on all logistic areas- such as: warehousing- Distribution & repack operation. Responsible for building our yearly budget (AOP) rational together with your finance partner. Maintain monthly control of results- analysis of deviation followed by action plan. To identify new ideas for the overall logistic value chain; optimizing existing processes and support activities to optimize the current processes.
Job Title: Owner or Manager
Quote: Information about the package is as important as the delivery of the package itself
Level of Education: Degree or
Masters
Annual Income: £48,728 - £150,000
I Need a New Feature
The customer does not see the value in your product. He may also be telling you that your competition are cheaper or better value. Or they may not have enough in the budget to pay your price. Bear in mind that customer budgets don’t just need to cover your SaaS subscription. Implementation and change costs need to come out of the same pot.
The buyer is telling you what needs to change to convince them of the value on offer.
This could be the exact thing you need to hit the product/ market fit sweet spot. Or it might be an expensive customisation that is only relevant to one customer.
It is also possible that the features may not add anything. Some bells and whistles could just be what your contact needs to win the argument inside his own organisation.� �The key is to find out why those features are important. What value will they add for this customer? Does this sound as if it applies to a wider market?
Great Product But
The customer may view an established competitor as a less risky option who will cover a wider spectrum. Alternatively your company doesn’t meet the resilience test for this customer. In either of these situations, finding partners may be the solution. Systems implementers and consulting firms can provide both the strength and breadth you require.
Role in Purchase
Daren Temple
In small companies the owner is usually the decision marker
Small Business – Owner or Manager < Vehicles 10
Think & Feel
Empathy Map
See
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Say & Do
Hear
Daren Temple