In the modern logistics industry, the quality and efficiency of last-mile services directly impact customer experience. However, many franchised express platforms face numerous pain points in final delivery operations. Through detailed case analysis, current situation evaluation, and practical recommendations, this article comprehensively explores how to improve the quality and efficiency of terminal delivery services.
I. Case Analysis: Manifestations of the Problem
During discussions with logistics network managers, we observed significant service quality differences between two franchised express platforms operating under similar conditions. For example, when transporting five tons of goods from Nanjing to Taizhou, Platform A charged 2,100 yuan while Platform B only charged 700 yuan. While this price difference attracted cost-sensitive customers, it came at the expense of service quality. Platform A guaranteed same-day or next-day delivery, whereas Platform B often required an additional day due to insufficient terminal network capacity, severely impacting customer experience.
This case clearly demonstrates that while Platform B had strong price competitiveness, its inadequate terminal services—particularly insufficient human resources and vehicles—led to delivery inefficiencies that ultimately failed to meet customer expectations. This reveals a fundamental issue in last-mile services: the inevitable trade-off between price competition and service quality, which poses challenges for sustainable development in the logistics industry.
Another specific case involved dedicated line delivery. During a shipment from Nanjing to Shenyang, the driver unexpectedly demanded an unloading fee, claiming it wasn't their "obligation" to unload. This incident not only created a negative customer experience but also highlighted franchise outlets' deficiencies in service awareness and responsibility. Such hidden charges, common in the industry, further erode customer satisfaction and trust.
Further analysis identifies three key problem areas:
- Insufficient delivery capacity: New franchise outlets often lack adequate human and vehicle resources to meet delivery demands. Many outlets open hastily to gain market share without proper preparation, resulting in substandard service levels that negatively impact overall customer experience.
- Random additional charges: Some express platforms arbitrarily impose extra fees to reduce overall delivery costs, creating significant gaps between customer expectations and actual experiences that damage brand credibility.
- Inconsistent service quality: Varying staff quality among franchise outlets leads to service disparities that significantly affect user experience. Individual couriers' attitudes and professionalism can directly influence customers' overall perception of the platform.
II. Root Causes: Short-Term Thinking in Industry Development
The primary causes of these problems include:
- Rapid franchise network expansion: In today's highly competitive logistics market, many express platforms hastily sign contracts with franchisees without proper vetting, leading to uneven resource allocation and difficulty maintaining service quality at under-resourced outlets.
- Short-term franchisee mentality: Some franchisees prioritize quick market share gains over long-term service value, damaging both customer experience and brand reputation.
- Pressure from low delivery fees: To enhance competitiveness, many platforms keep delivery fees artificially low, leaving outlets with minimal profits that prevent adequate investment in service quality.
III. Solutions: Clear Directions and Practical Measures
To address these issues and improve last-mile service quality, industry platforms should consider implementing the following measures:
- Raise franchise standards: Implement stricter qualification reviews and probation periods for new franchisees to ensure they meet platform service standards, protecting customer rights while fostering long-term development awareness.
- Prevent multi-platform conflicts: Restrict outlets from operating with competing platforms to ensure dedicated focus on one brand's service quality, avoiding profit conflicts and information asymmetry.
- Moderate delivery fee increases: Adjust fees to sustainable levels that allow outlets to maintain basic operations, supported by reasonable compensation and incentive structures to boost employee motivation and customer satisfaction.
- Implement performance metrics: Establish clear KPIs for delivery accuracy, timeliness, and customer feedback, with appropriate rewards and penalties to encourage continuous service improvement.
IV. Conclusion: People-Centric Approach for Service Excellence
Ultimately, whether for intracity or intercity delivery, terminal service success depends on people. In the logistics industry—especially during last-mile delivery—human factors play a decisive role. Optimizing processes, enhancing courier training, and improving service awareness can boost both delivery efficiency and customer satisfaction. These measures address current problems while positioning companies for future competitive advantage.
By guiding rational market development and implementing practical service improvements, the industry can chart a path toward last-mile service excellence. Future logistics enterprises must continuously optimize service quality around the strategic goal of customer satisfaction to thrive in an increasingly competitive market.
