Specialist
Former senior manager at Deliverr Inc
Agenda
- E-commerce fulfilment industry trends
- Deliverr’s value proposition and competitive positioning
- Deliverr’s operating model and cost drivers, including exposure to increased fuel and labour costs
Questions
1.
What’s your 12-18-month outlook for the e-commerce fulfilment industry?
2.
Could you help us understand the value chain in terms of the e-commerce component? Who are the key players leading vs lagging in the sector?
3.
What problems or challenges is a company such as Deliverr trying to solve?
4.
Has Deliverr’s value proposition evolved vs pre-pandemic? Do you think Deliverr is more or less relevant today vs pre-pandemic?
5.
What do you find unique about Deliverr within this industry? What might be the company’s edge? Is there anything proprietary about the platform?
6.
Is there anything that you find is easy or difficult to replicate about what Deliverr is doing? What are the odds that another player could come in and build very similar capabilities and tools in-house?
7.
Could you share your thoughts on how Deliverr uses machine learning and predictive intelligence to determine which of its warehouses to store clients’ goods in? Is anything fundamentally different vs peers, specifically those on the tech front or those that leverage tech?
8.
What businesses would Deliverr typically be a vendor for? Are there any average volume thresholds that you think it would find appropriate to work with? Do you have other key perspectives on the company’s target market?
9.
Are there any particular industries that might tend to find Deliverr much more compelling vs its competitors?
10.
Are there any industries or end markets where leveraging Deliverr’s services doesn’t make sense?
11.
What assumptions could we make about Deliverr’s unit economics from your estimates on fixed vs variable costs such as warehousing and labour?
12.
Do you think it would make sense for Deliverr to acquire warehouses? Why wouldn’t the company go out and buy its own warehouses if that seems to be its core business?
13.
What indicators would signal that Deliverr is profitable? What would make Deliverr profitable or drive its margins higher?
14.
How is Deliverr exposed to rising fuel costs, perhaps coupled with the tight labour market? You mentioned the company doesn’t pay for labour directly – it’s instead baked into pricing from partners.
15.
Could you elaborate on Deliverr’s partnership with AxleHire? The press release suggests AxleHire will provide next-day last-mile delivery for Deliverr. What are the merits and drawbacks of this?
16.
How should we think of Deliverr’s competitors? Who do you find is most closely aligned or competing vs Deliverr’s capabilities?
17.
How should we think of Deliverr in the context of Amazon and its last-mile strategy?
18.
Do you think a player such as Deliverr could ever be considered an attractive or compelling acquisition target for a company such as Amazon?
19.
What would e-commerce consolidators be buying if they considered acquiring Deliverr? What would they be getting of value?
20.
You mentioned that one of Deliverr’s main propositions is its partnerships. Are there any additional partnerships – across warehousing, vendors, clients or service providers – potentially left unaddressed that the company would benefit from?
21.
In what ways do you find Deliverr to have capabilities that are very similar to the FBA [Fulfilment by Amazon] model?
22.
What is your growth outlook for Deliverr over the next 3-5-years for top-line growth, profitability or business model evolution?
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