eBay, Wal-Mart, and Shopify are in the business of delivering products. They don't make the products, they make them available to the consumer. Delivery is like 90% of that. This is why amazon runs their own fulfillment centers, it's the most important part of their process.
It would be better for eBay, Wal-Mart and Shopify to merge and compete against amazon as one, rather than fighting over the table scraps that amazon leaves them.
First any business should ask for metrics on past performance and that is how you should judge the performance and not by assertions or business models - Case in point -- Taxis were fully controlled they all looked the same, the drivers were all trained the same way -- yet the consumer experience was bad. Then Uber/Lyft came in and they don't drive the taxis but they are able to orchestrate demand and supply and offer visibility and a better price to customers. So going by your analogy Taxis >> Uber. But I think it is settled that Uber/Lyft >> Taxi. Judge Uber/Lyft with their metrics such (a) time to get a taxi (b) on time delivery and (b) cost to consumer. And businesses and consumers are smart enough to do that.
Second - marketplaces are in business of connecting buyers with sellers; laying out rules of engagement so trust is built for discovery and transaction. They are enablers. But a merchant participates in many markets and not just one. You cannot ask each marketplace to do fulfillment for the merchant because that will mean the merchant will have to predict and send inventory for eBay and Walmart and Shopify separately which is not efficient for anyone in the market.
It wasn't because they connected buyers with sellers, people have been doing that for decades. It has nothing to do with the rules of engagement, amazon is full of fake products and reviews. It wasn't because the user experience was bad, the amazon UX is pretty bad, it's very cluttered, and Shopify's UX is really impressive.
Amazon beats Wal-Mart et al. because their delivery is faster. And that takes control. The difference between delivering in two days and delivering in three days comes down to seconds.
And for what it's worth - Sometimes I am unable to get an Uber, but every time I call the taxi company, a taxi shows up.
(All of this isn't to say Deliverr won't provide value, just that I am doubtful it can beat amazon)
Does Deliverr rely on the third party warehouse staff to perform fulfillment? How do you ensure SLA's are met?
1. It comes in an Amazon box. Large marketplace have started penalizing sellers for that.
2. They don't integrate into fast shipping programs that act like Prime, as an example eBay eGD.
You are right that eBay and Walmart can offer this service, but most sellers will sell in multiple places, and splitting inventory across different facilities is expensive, inefficient, and difficult to manage. Isolationism in this market hurts everybody.
Do you have clear and transparent pricing?
However the bigger reason for our existence is faster shipping. You can now affordably do 2 day shipping on Walmart and Guaranteed Delivery on eBay and offer 2 day shipping on your Shopify store. You can see here the sales boost we are seeing with fast 2 day shipping -- https://deliverr.com/walmart/
The below pricing shows that Deliverr is able to drive value by offering competitive pricing on the fastest shipping times over other third party logistics providers (3PL). They claim they are able to achieve this cost savings through their "machine learning and predictive intelligence" which they use to determine which of its warehouses to store its client’s goods. However, they go on to say they typically only store the good's in 3-5 warehouses. This means any 3PL should be able to compete on pricing for "2 days shipping" by having 3-5 properly placed warehouses.
It seems the key cost saver for Deliverr is their outsourcing of the fulfillment to the excess capacity of the third party fulfillment centers. Using a similar model as Uber.
According to this article that states the amount of warehouse space that goes unused on any given day is 4 billion square feet, or roughly 30 percent of total warehousing: https://www.pymnts.com/matchmakers/2017/warehouse-space-matc.... If deliver is able to unlock only 1.7% of this space for pennies on the dollar, they will achieve FBA warehousing scale (77 million square feet: https://archpaper.com/2017/08/architecture-fulfillment-cente...) and FBA pricing.
In determining if they will be able to gain access to the 1.7% of excess warehousing and maintain SLA's, it is interesting to see what the current warehousing market is in the US. According to this report: https://www.logisticsmgmt.com/article/cbre_research_shows_th..., it seems the majority of this excess warehouse space is most likely not well suited to efficiently deliver on the type of fulfillment Deliverr is advertising. "In data analysis for 56 major U.S. markets, a key finding from CBRE showed that the majority of facilities built before the mid-2000s have certain limitations that hinder e-commerce distribution usage, including low ceilings, small footprints, uneven floors, and inadequate docking."
The article goes on to mention that only 11% of total warehousing in the US (1 billion square-feet) was built within the past 10 years. It does not mention how much of this space is not being occupied on a daily basis. It would seem Deliverr will need to access about 7% of this warehousing, at a fraction of it's 3PL rate, to reach FBA scale.
Unlike Uber drivers, let's hope Deliverr's fulfillment partners are pricing their excess capacity appropriately so as to be able to afford to pay their employees a living wage.
Deliverr pricing example for an iMac: https://deliverr.com/fulfillment-cost/B071G2S8LZ/apple-imac-...
Amazon Multi-channel:
Standard: $29.07
3 Day: $30.07
2 Day: $30.07
Deliverr:
Standard: $26.73
3 Day: $29.70
2 Day: $29.86
Typical 3PL:
Standard: $19.74
3 Day: $83.29
2 Day: $83.29
To consider all of these value chains at once requires your to evaluate literally millions of data points (no exaggeration here) for every SKU inventory placement decisions; evaluate different states of the world and choose the is likely to represent the future. Majority of efficiency comes from this and that is what is reflected in the cost savings merchants get from using Deliverr.
Second - the state of the world is changing and we hope to be leading that change - 1 day shipping and same day shipping are not far away. That requires more distributed infrastructure and radically different placement strategies to keep overall costs in the systems down.
It seems inventory placement strategies developed by demand prediction models are only as good as the data set used to build the models. Obviously it's going to be hard to compete with Amazon on the breadth of data you have access to.
Where has Deliverr gotten the data to feed the prediction models in the early days?
Do you require your customers to provide historical sales data?
Do you pool customer data to improve the models for all of your customers? If so, do customers have a way to opt-out of their data being pooled?
Amazon is a logistics powerhouse. $7M probably wouldn't even cover the capital investment of a fraction of their equipment in just one of their warehouses. Claiming a series A startup is going to compete with that is a surefire way to discredit it.
This company is setting up the infrastructure to leverage the vast investments in warehousing that already exist all over the US.
Definitely recommend reading the article, it does a solid job of summing the mission up :)
b) I agree with you 7M is not going to be enough to fix this industry; its complex and moves physical things (way harder than moving bits) but you gotta start somewhere.
