Month: April 2017

The Smart Cube launches Smart Fleet, its first ever SaaS product

The Smart Cube, an award-winning global analytics and research company, has launched Smart Fleet, a new product for fleet managers that will transform how they manage their fleets and engage with suppliers.

Smart Fleet enables a centralized view of a company’s vehicle fleet irrespective of the number of suppliers, and supports better decision making with comprehensive visualization, analysis and reporting tools.

It is the first SaaS product launched by The Smart Cube since it announced its plan to develop new scalable solutions to extend the company’s existing service lines late last year. Smart Fleet aligns with the company’s commitment to provide clients with ongoing technological transformation and innovation. By automating existing business processes and providing critical analytics and insights, clients can more effectively utilize data and make better business decisions.

Chief Product Officer of The Smart Cube, Jeremy Weil, commented:
“To make the best commercial decisions for their business, fleet managers require holistic information on the overall fleet available to them. Smart Fleet uses the latest data visualization techniques and cloud-based technology to ensure all information is instantly and easily accessible.”

Read the full press release here.

My Home Move acquires Leeds based Advantage Property Lawyers

My Home Move, the country’s largest independent provider of mover conveyancing services, has acquired Advantage Property Lawyers (APL), a top 10 UK conveyancer known for its efficient and high quality service.

APL, which is located in Leeds, was established nine years ago and shares the same values as My Home Move. Through their personalised, customer centered approach they have grown to become the 6th largest conveyancing firm in the UK, completing over 900 sale and purchase transactions a month.

CEO of My Home Move, Doug Crawford, commented:
“We acquired APL because of their size, reputation and long standing relationships with a number of significant introducers, which will complement our own strengths. This acquisition will enable My Home Move to support APL’s continued growth over the next few years as well as provide the opportunity for both organisations to share ideas and best practice as we grow together.”

Read the full article here.

LOVESPACE: Scaling a 5* Service

Every year at LOVESPACE we collect hundreds of thousands of boxes from thousands of customers nationwide. We want to be the first choice for people and businesses needing help looking after their things. LOVESPACE is currently doubling in size year on year and with this comes the challenge of simultaneously maintaining the quality of our service whilst delivering improved marginal economics as we scale.

We approach the challenge of scaling in three main ways. First, we understand the relative value of different customers through cohort analysis. Secondly, once we have identified our main target segments we understand their needs in detail via customer journey mapping and thirdly we ensure we have an underlying product roadmap that allows us to deliver a scalable operation to meet the needs of these customers.

We have been analysing cohort economics for some time. The discipline is well understood in the SAAS environment (see this excellent series of articles by Joe Knowles) but is also relevant to subscription businesses like ours. We now have the ability to track customer acquisition costs versus life-time value for each of our core segments (SMEs, Students, Movers and Declutterers). The insights from this work are critical in driving investment, pricing and product development decisions; and drive much more clinical interventions than merely looking at segment P&L as a whole. We look to “engineer” value from each of our segments by, for instance, differentiating our prices depending on whether a customer is booking at the last minute or in advance, or whether the location we return their boxes to is the same city or a completely different one.

Customer Journey mapping is the tool we’ve used to identify pain points and opportunities to improve our service in a way that matches customer needs and expectations. We take the data we collect from customers after they’ve used the service, and map their experience and interactions at each of the stages in our service. By doing so it becomes clear where in the service we can make changes to improve customer experience. For example, as a result of this process we made significant changes to our onboarding emails and welcome pack, to improve the rate of customers that are ready for their collections and deliveries.

Once we have understood the needs of our customers in some detail we ensure that our product roadmap will deliver against those needs as we grow.  At LOVESPACE we’ve invested in developing our own technology, which allows us to manage all our warehouses, drivers and customers in real time, whilst integrating with partner warehouses, drivers and materials suppliers. Our warehouse and driver management app allows us to keep costs down through automation and is the key to our ability to scale. It means we’re able to set up new sites across the country within a few days and we aim to replicate this when we expand internationally. And with the upcoming launch of our consumer app we will be able to provide customers with an enhanced experience by allowing them to track their driver and manage their orders straight from their phone.

We’re always happy to talk about cohort analysis, customer journey mapping, and building technology that delivers a five-star service, so please do feel free to get in touch. But if what you’re looking for is a better way to manage your belongings, where you can get them collected and delivered anywhere in the country, with storage in between, then look no further. LOVESPACE.

Quill launches the Quill Quality Score

Quill, a global player in Primary Content production, has launched the Quill Quality Score, a content-auditing service that enables retailers to benchmark their website content against competitors and industry best practice.

The system is designed to assess the quality of an online retailer’s evergreen Primary Content – the core pre-purchase content that aims to convert a captive browser into a buyer at the point of purchase. It gives the retailer a clear sense of any weaknesses in this critical layer of content that may be hindering their website conversion rates, search engine traffic and other key performance metrics.

Founder and CEO of Quill, Ed Bussey, said:
“Many retailers are creating award-winning creative campaigns and investing millions in intelligently-targeted media buying, only to fall at the final hurdle because they treat Primary Content as an afterthought. Getting the basics right should be non-negotiable. The rise of excellent digital experiences often at low prices has raised consumers’ expectations, making it all the more important for brands to offer a high-quality shopping experience. In this context, getting Primary Content right is a critical building block to remaining competitive.”

Check out retail technology’s review of the Quill Quality Score here.