- Lisa Dahlke, E-Business Manager, Mills Fleet Farm
- Andrew Farrell, Global Director CPG and Retail, DMI
- Arvind Ramankole, SVP Technology OCC Division, DMI
Panelist Introductions (3:40)
Key Trends & State of the Market (6:28)
Behind the Scenes with Mills Fleet Farm (12:24)
Panel Discussion (15:45)
The DMI Approach (29:00)
Key Takeaways (30:48)
Panelist Q&A (33:25)
Josh Burkhead: Good morning, everyone, and welcome to another DMI webinar. We’re excited that you’re with us. Today’s session is titled Behind the Scenes with Mills Fleet Farm, Creating the Omni-Channel Experience. My name is Josh Burkhead, your moderator and organizer for today’s webinar, which is brought to you by DMI and in partnership with Mills Fleet Farm. Over the next 45 minutes or so we will cover what many organizations are currently exploring, more specifically the omni-channel experience. Additionally, we will dive into what matters most to retail organizations in 2017, a panel discussion, and a live Q&A.
For those of you who may be new to us, I’d like to take a brief moment to introduce DMI. DMI was established in 2002, and has recently acquired Lochbridge, entering the connected car and IoT market. We are known as a global leader in end-to-end mobility with a client base including hundreds of Fortune 1000 commercial clients and all 15 U.S. federal departments. DMI’s set of wide ranging capabilities include managed mobility services, mobile strategy, omni-channel commerce, enterprise collaboration, and more. To learn more visit DMInc.com.
As a reminder, a link to the recording of today’s webinar will be made available and emailed to you within the coming week. We have a dedicated page on Vimeo with resources including webinars, executive perspectives, and more; all of which are available to you at no cost. Visit the URL on the screen to get started.
Before we get started, let’s take a moment to ensure that everyone is ready and familiar with the webinar control panel. First, you should have a control panel on the right side of your screen. You may minimize this panel by clicking on the red arrow button on the upper left-hand corner of your control panel. You may expand that panel by clicking the same button. Second, you have the ability to submit questions using the chat pane located near the bottom of the control panel. Throughout our presentation we encourage you to type in questions and comments using the question’s pane. I will be gathering all questions and comments during the presentation, and we will also be opening up the discussion during the last 15 minutes of the presentation to answer any of these questions.
To start today’s session we’ll launch a poll to gauge your current pursuit in omni-channel, we will hear a little bit from each of our panelists, and then we’ll move into key trends and the current state of the market. We’ll review what matters most to CPG and retail organizations in 2017, how technology is driving innovation in retail, impacting customers’ decisions, and driving profit. We will then move into a discussion to go behind the scenes and learn how a full omni-channel commerce solution was planned, implemented, and the results of that implementation. We’ll talk about DMI’s approach to omni-channel commerce, complete with important considerations for you, as well as, next steps. We’ll close with an audience Q&A, so have your questions ready.
First, we’d like to start by asking a question. Let me go ahead and launch this poll. How would you describe your organization as it pertains to omni-channel commerce? Possible answers would include we’re currently investigating, we’ve started our journey, we’re in the middle of an implementation, we’ve launched successfully, and finally, we’re not investigating omni-channel. Please take just a moment to answer. Okay, it looks like the group is pretty evenly split between our omni-channel solution has launched and we’ve started investigating.
Now I’ll hand it off to Lisa to start our panelists’ introductions.
Lisa Dahlke: All right. Good morning. Thank you, Josh. Good morning, everyone. My name is Lisa Dahlke, and I am the E-Business Manager at Mills Fleet Farm in beautiful Appleton, Wisconsin. For the past 10 years I have been involved in various sides of eCommerce. In my current role, I’ve been here about a year and a half. My team here and I are responsible for all aspects of the eCommerce business: the digital marketing, the on-site experience, the call center, the creative. We work very closely with the operations team on the execution of the fulfillment of the eCommerce orders. Prior to Mills Fleet Farm I was the Web Operations Manager at Silver Star Brands, and was responsible for the on-site customer experience and the eCommerce data for six direct mail brands. I also held the positions of Data Integrity Analyst, and Internet Marketing Analyst at Silver Star.
Andy Farrell: This is Andy Farrell with DMI. I actually lead DMI’s CPG retail practice globally. It’s very exciting for us to be on the call here. I want to thank Lisa for this meeting as well. Previously I held the same type of position, actually at IBM, a technology firm many of you have heard of. Then at a startup called Pogo. I previously also led the Supply Chain Consulting group globally at VeriSign. For about 18 years I’ve been working specifically a lot on mobile emerging technologies and CPG retail in a lot of various aspects. I’ll turn it over to Arvind.
Arvind Ramankole: Hi. This is Arvind Ramankole. Currently I’m an SVP of Technology at the OCC Division at DMI. Currently, my role involves general oversight of technology and architecture decisions for our retail clients. In my past experience, I’ve been doing eCommerce for almost 18 years and implemented several large retail eCommerce solutions. Also, I’ve been involved actively in the Mills Fleet Farm project.
Josh Burkhead: Okay. Now we’ll hear from Andy as he explores some of the key trends driving organizations to providing omni-channel commerce.
Andy Farrell: Thanks, Josh. As we start to delve into specifically what we did for Mills Fleet Farms and the impact that’s had -and you’ll hear some more- I want to talk a little bit more general about the industry and some of the issues that are being resolved and addressed by new omni-channel implementation. We all know, regardless which industry segment you’re in, there are three general factors that are big issues and obstacles for organizations today. The first, of course, is market share with a lot of etailers and disintermediation going on. Whether you’re a traditional retail organization, or a CPG organization that distributes its products through retail, or whether you are one of those new companies that’s becoming more a consolidator. You know, market share retail has been generally the same.
What we think provides the most ROI and impact from technology implementation to manage your online ordering, your mobile ordering, etc. is making sure that you are providing value throughout the purchase determination process. That tends to have the most traction, in not only acquiring new consumers and purchasers; but also on making the ones that you have buy from you more frequently, larger transactions, and more often. Which leads us into our second point, which is really how are you going to increase profit?
We know profit’s dropping in retail. We know it’s dropping substantially, in what’s generally a lower-profit margin industry to start with. The real key here in helping you unpack this technology solutions is, very simply, you want to have more profitable transactions. To have more profitable transactions, you’ve got to optimize all the pieces and parts that go on in your transactions. From the initial shopping and browsing, up to the purchase determination, and the actual purchase transaction; and then the fulfillment of that order. If you look on the right side, we have a lot of different departments of your organization that are involved through a customer purchase process. Each of these departments has to interact seamlessly to maximize the profit you’ll get off of each transaction. You’ll hear a little bit about how Mills Fleet Farm has done this.
Last, but not least, many of you are dealing with market disruption factors, from companies such as Amazon and others. What we really like to focus on here is each of you has a unique aspect and perception with consumers, and that’s how you ended up getting customers to start with. That’s why you guys are in business doing what you do well. We really feel it’s important not just to try and duplicate what other companies are doing, whether they are a consolidator or whether they’re another company that’s specifically in your market segment; but to make sure you focus on what’s unique about you and your organization. Implement that type of perspective and aspect back into any technology solution you do. That tends to be the most effective.
Josh, do you want to go to the next chart?
How do you do that actually? Traditionally, a lot of retail companies position themselves in one of what we call the “Four C’s”. Three of those are here on this chart. That’s cost and credibility and convenience. Let me take an example probably everyone can relate to, and that’s going to buy milk.
If you’re going to go buy milk from somewhere, you have a lot of options, right. You can go to the most convenient option, you go to the 7-Eleven down the road from you that’s closest but probably the highest cost. If you want to go for the most credible option and the largest selection of milk that’s probably the freshest, you could go to your local grocery store or supermarket. A little further away than the convenience store, probably a little less expensive, but not the least expensive. You want to go for the least expensive option, you’d probably go for a supercenter, which generally are not as close as grocery stores. You can see there’s a variance between those three, but every single retail organization, every industry, has their own unique balance of how they position themselves with customers across cost, credibility, and convenience. If you have actual stores as well, then you toss community -and that’s the fourth C- into that aspect. That’s your customer service level, how you engage with your customers, etc.
The right side of the chart here, actually, is how consumers look at purchases. Consumers, although they consider cost, convenience, and credibility in their purchase decisions without knowing so; they really focus on their behavior, preferences, and opinions in order to make a transaction decision.
As an example, if someone is going to pick somewhere to go eat, their preferences may change based on their parameters and what’s going on with them at that point. If it’s lunch hour and they’ve only got 20 minutes to eat lunch, they may well go to McDonald’s. If they’ve got two hours to go to dinner with someone, they’re probably not going to go to McDonald’s. A consumers’ behaviors, preferences, and opinions change dynamically, and if you’ll align that back with the company’s purchase positioning aspects, the opportunity in the middle, the intersection -next chart, Josh- is actually where technology can have the most impact on the purchase determination process.
What you have the opportunity to do is address user behavior, preferences, and opinions in varying points along your process depending on where you think they are and how they’re going to make a purchase decision, how most effectively to present information to them, and how to guide them through the process. That’s really one of the key components that we like to focus on as we work with customers like Mills Fleet Farm, in saying, “Hey, what is the best way to combine these factors in the implementation of technology?” You’ll hear a lot from Lisa on how they’ve effectively done this.
Josh Burkhead: Thank you very much, Andy. We’ll now be moving into a Q&A with Lisa Dahlke, E-Business Manager at Mills Fleet Farm. Just before we do that, Andy, would you like to set the stage for the implementation at Mills Fleet Farm?
Andy Farrell: Sure. Mills Fleet Farm is a great example of an organization that really looked at what they wanted to do effectively in the market; and did a fantastic job of aligning all their personnel and initiatives around this technology implementation. I’m going to let Arvind walk through some of the items, but some key points to highlight here are the mobile functionality that was put in place, and then the distribution center and order fulfillment process that was part of the system as well. I think both of those are really key things that were important here. Arvind is going to walk through some of those issues.
Arvind Ramankole: Sure. Thanks, Andy. When talking to Mills Fleet Farm, there had several drawbacks or issues on the current site. Mainly there were not responsive, and they were seeing a lot of their customers who were coming to their site -even their non-responsive site- and browsing through their mobile devices. There was not enough search filtration option, as well as they were not using any of those modern merchandising capabilities to make quick changes to their website; both desktop and mobile. Also, they didn’t have any buy online, pick-up in store features. They thought that for their customer base, this was a very important feature to have. Also, they had some issues with their reporting process, which was taking more than a day or two to get back reporting for a given day.
When we started this project, our primary challenge was to use Oracle Commerce as the platform solution, and build all these features on top of Oracle Commerce. We started with a user-friendly, responsive website, which has various features like pick-up in store, locate in store, and other options. Also, being a mobile and tablet friendly checkout. Giving the customer all these options without confusing them, because they have a lot of options and features for each of the products that they sell online. It was a tough process for us to streamline this total checkout options.
Then, on the order management side, we built a custom order fulfillment. That’s an app we have that runs on top of Oracle Commerce. This helped them to have a single view of order, both from the customer point-of-view and from Mills Fleet Farm point-of-view, during order fulfillment and during the inventory management and allocation process. Also, during the pick, pack, and ship; as well as pick-up in store point-of-view. All these aspects are all running in Oracle Commerce as extensions, but they’re made to work. This has helped them a lot to keep a single view for everything, so that one system can manage and control all these things.
Thank you, Andy. Thanks, Josh.
Josh Burkhead: Thank you very much, Arvind. The first question I’d like to present to Lisa and the panel is: What was the state of the business, and what challenges were you facing?
Lisa Dahlke: Okay. In regards to technology, we were several versions behind, as well as having a development layer on top of our old technology. This combination severely limited the ability for us to bring our site and our eCommerce processes up to current standards, as well as be reliable for future growth. Our technology partner also was shifting focus in their business and weren’t going to be able to take us to an upgrade or support us going into the future. In addition, as has been mentioned a couple of times, our site was not mobile friendly. We were receiving a lot of mobile traffic, but the experience was not conducive to converting that customer. We were completely missing out on providing the mobile consumer a usable experience.
From the business side, our site search functionality was cryptic at best. It did not function properly, and we had no capability to tune results based on user activity. With the breadth and depth of our product line, it’s vital that the online customers are able to find our products through search. We also had minimal capabilities in regards to onsite marketing and the SEO optimization. Competitively, we were quickly losing ground, and becoming irrelevant in the digital space, especially with our mobile customers.
Andy Farrell: Yeah, I’ll actually add something into that, Lisa. To your point about mobile being tremendously important. For everyone that’s in retail these days, mobile is actually opportunistic. It represents the largest opportunity for exponentially increasing the number of transactions, customers that you have. Although, it may be a smaller percentage today of your actual transactions, putting an effective mobile strategy in place really can make a big difference in how your transactions coming from now on.
Lisa Dahlke: Um-huh.
Josh Burkhead: Excellent. Lisa, next question I had: What was the discovery process to identify those challenges and potential solutions?
Lisa Dahlke: Well, our goal from the onset of the project was really to upgrade to the current version of our platform and complete the project in an aggressive time frame of ten months. In order to achieve these goals -which ten months is very, very aggressive- we decided that, for the most part, the scope of the project would be to duplicate the current functionality of the site and the backend processes. However, we did also need to switch to a responsively designed site, and offer buy online and pick-up in store functionality. Because of the tight time frames, we had to make sure we had the target dates well-defined; and that both the Mills team and the DMI team hit all the dates.
To duplicate the current site, we utilized rapid prototyping, meaning we weren’t starting greenfield; but rather we were mimicking what we had at our current site, and making small improvements along the way as time permitted. Our focus was really to get ourselves quickly up on the new platform, and then continue with ongoing enhancements from there. We really knew that the platform was just the beginning of our digital transformation; so it was kind of building that ground level, and then we could take off from there.
Arvind Ramankole: This is Arvind, just to add on to that. Lisa is correct, this was a ten-month project of complete omni-channel redesign and rewrite for Mills Fleet Farm. We had to really come up with creative solutions to be quick to market and really meet the potential requirements from Lisa’s side.
Josh Burkhead: Thank you, Arvind. The next question I had: Many organizations are looking to go omni-channel. What are the best practices or key learnings did you discover in your journey?
Lisa Dahlke: For us, as far as the initial project goes, I think it was really, really important that we were all-inclusive when forming that internal team; meaning that there should be a representative from every discipline in the company on the team when you’re upgrading your eCommerce platform. You can’t just focus on eCommerce; it’s affecting all parts of your organization. We really wanted that customer experience from our stores to digital to be consistent and seamless, so we needed to have those in-store experts be a part of the team so that they could share their knowledge of those processes. Mills is an extremely customer focused culture, so it was important to understand how we delivered on customer expectations in the stores in order to provide that experience on the site and throughout the eCommerce fulfillment process.
On an ongoing basis, we continue communication and involvement with that core team; and then pull in any others as needed. We have weekly touch base meetings in regards to the operations side of eCommerce and the technology pieces of the platform. That gives us an opportunity to talk about any pain points that we have, and work through solutions to those pain points as a group, or maybe someone takes it off as a to-do. We also have builds scheduled up to code freeze, so in that group we review what is on those builds and discuss any issues that have come up.
For us, this consistent communication has really helped us to quickly address any technology or process issues that come up, and provide that outstanding customer service to our customers. It’s also helped with communication outside of these meetings, as the team members have a great understanding of who does what and who can help when needed. The team has also become very cohesive through all of this, and we’ve kept that. They’ve really learned to trust and respect each others’ roles and knowledge.
Andy Farrell: Good. Great comments, Lisa. I’ll add only one or two things that you mentioned that your organization did in this part of the project. The consistency of the consumer perception across, whether they shop in the stores or on the internet or on a mobile device, is really key here. As we discussed earlier, most organizations don’t get that correct, at least initially. They see something else that’s out there, and someone else’s online ordering mechanism. They say, “Oh, we should take that.” That’s not your organization.
The unique value process that every organization provides its customers is their leverage and competitive advantage in the market space. Although it’s difficult to sometimes find ways to implement and keep that consistent across your positioning of the store versus your positioning on the internet, it is key to a really successful implementation.
Lisa Dahlke: Um-huh.
Josh Burkhead: Excellent. Lisa, how have your customers responded to the omni-channel experience so far?
Lisa Dahlke: It’s been a great response from our customers. We immediately saw all of our major metrics increase, which isn’t necessarily the norm. We were really planning for a downturn in conversion. Usually when you do a total re-implementation of your site, you do start to see your conversion drop; but we never saw that. Our metrics started improving on day one, and they just continue to do so week over week. We’ve seen particularly large gains in regards to the mobile customer, which really has supported our move to responsive design.
I think the increase in metrics is particularly interesting because we did so a soft launch, meaning we did no initial marketing around the launch of this site. We just one night quietly went live. We were amazed at how quickly our mobile customers adapted to the responsive site, and how, overall, customers found and used the buy online and pick-up in store functionality. We had made the decision to do a soft launch for a couple of reasons. First, we wanted to make sure that the technology was all functioning as expected. Obviously, we didn’t want to come out with a big splash about the new site, and then have to revert back to the old. We never did have one minute of downtime actually, so it was phenomenal.
Second, we wanted to make sure that the stores could provide the outstanding execution of the buy online, pick-up in store process. When we initially launched, we only launched with three stores doing the buy online, pick-up in store. They kind of proved out that the processes they had put in place and the training that they had put in place were good, and that we were satisfying the customers’ needs to the level that we needed. We did that for about two weeks, and then after that, we completely launched all the rest of the stores. It’s just been … Like I said, week over week, we just keep seeing increases in all of our metrics.
Josh Burkhead: That’s great. The next question I have, Lisa: How have your customer service capabilities improved?
Lisa Dahlke: Our customer service team was a little bit like MacGyver. They used any tool they could find to make their processes easier and really get their jobs done. Our old system didn’t have a lot of the functionality that they needed to service the customer; so they were using multiple programs, they were duplicating work just in case something broke, and continually reporting issues on a daily basis. They also entered all of the orders through the website versus having a backend order management system.
The goal for the customer service team was really to have them use one reliable order management system to service all the needs of the customer. Through the initial implementation, we were able to get about, probably, 95% of the way there. As with most new systems, we’ve made a few tweaks in post go-live builds; but overall the new system has been fantastic for them. Pretty much every week our Customer Service Supervisor is telling me how great it’s been and how different things are. Now, they’re really able to focus on the customer, rather than worrying about whether their technology is going to work for them.
Josh Burkhead: That’s great. The next question I had was: What led you to partnering with DMI and what is that relationship like today?
Lisa Dahlke: Okay. Well, from the business side, DMI really exhibited a very collaborative personality. We really weren’t looking for someone to come in and tell us exactly what to do. We were looking for someone that listened to our goals and requirements, and worked with us to achieve them together. We did see that through the implementation process. Now, on an ongoing basis, they really continue to exhibit that partnership.
As I had mentioned previously, we have several builds scheduled up until code freeze. We’ve been doing a lot of business rules and specifications for all the tickets that we’re implementing. DMI has been really great in reviewing the specifications and coming back with thoughtful questions that help us to refine the specs, as well as offering suggestions on pieces that have missed or that maybe we could improve on. I feel like they’ve really taken the time to understand our eCommerce business and focus, and look for ways to make us even more successful.
Josh Burkhead: Okay. Not only does it sound like that the new omni-channel solution’s making a huge impact for your business in the life of your customer, but DMI has been with you as a true partner. Andy, would you mind explaining the unique values that DMI brings to the table?
Andy Farrell: Sure, just at a very high level. DMI, we specialize in a lot of technologies. In particular, we also focus on emerging technology in general. That involves, not just mobile, but new transaction systems, big data analysis, things like that. We have a lot of industry expertise. We do focus on retail and CPG quite a bit. What we like to do is kind of combine aspects and facets of different components in what we provide to different customers. We get all of those things involved in every implementation that we do. Ultimately, what we’re doing for customers is we’re allowing them to have more profitable, frequent transactions from their customers.
That really revolves around three facets. It’s understanding their customer behavior and perception and positioning the technology so it meets those requirements. Part of this project specifically, and part of a number of our projects, is really about optimizing your distribution and order fulfillment components. That’s been a really key component of this one. Obviously, as you expand your online ordering functions, you’re going to have to prepare at the backend to manage and fulfill those orders, or you’re not going to have customers that are pleased about ordering and not getting things shipped or picked up at the same time. That’s an important strategic part of any project that’s done like this.
Then, of course, leveraging consumer traction, starting to look at more things like predictive services and other emerging technologies; so you can determine what to suggest or recommend to customers at the right point in times that they’re more likely to make a purchase decision.
Josh Burkhead: Excellent. Thank you, Andy. What were some of the key takeaways from the implementation, and what would you recommend to each attendee as a next step?
Andy Farrell: Yeah. If we were going to go with three things, I think that the very first is that mobile is where they need to be thinking initially. Whatever the functional requirements are for your project, you’ve got to have mobile as one of the key priorities of that initiative. It is the most opportunistic component of anything you’re going to implement right now. You have to plan for that very early on in any new technology implementation you’re doing. It should be part of your strategy and part of any rollout now. Shouldn’t be how you’ll do mobile in several years, at this point. Mobile needs to be a priority is number one.
The second thing is really you’ve got to look at your operational processes and determine how best to fulfill your order management systems and distribution systems. It’s great … I know there’s a TV commercial that came out several years ago. Someone launched an internet site to take an order and everyone gathered around the computer. They saw the first order pop in, and they were happy. Then it went up to five, and they all got even happier. Then it went up to 895, and then they started looking a little hesitant about it. Then it jumped up like 5,000, so … Obviously, they weren’t prepared to handle the orders. You need to prepare to handle the orders. You want to have a successful solution, but a successful solution means operational process preparation as well. That needs to be a key part of your initiative.
Next chart, Josh. Last but not least, obviously you know DMI, we’re interested in partnering with our customers. We take a real business partnership approach to it. Whether you work with us or whether you work with someone else, we encourage you to do … You know, find someone that understands your industry. Find someone that understands all the various technology platforms and options that are out there; and understands the way to combine what’s going on in the industry from a disruptive standpoint. Make sure that your objectives are going to match and align with your technology implementation. I think that’s fairly important.
Josh Burkhead: Excellent. Thank you, Andy. We’ll now move in to the audience Q&A portion of the webinar. Let me take a moment to review any questions that have been submitted in the go-to webinar chat, and there’s still time to do that. Okay. While we wait for a few more questions to come in, Arvind, I have a question for you. From a technology perspective, how is it expected to handle in-store pick-up. What are some of those technology pieces that a lot of people tend to overlook?
Arvind Ramankole: The thing is I would like to start simple. Focus on a solution that’s supported by your platform, at least for the first launch. Here, we have used an additional module on top of Oracle Commerce to support the in-store fulfillment, both the pick, pack, and ship and the customer order pick-up part of it. We built that on Oracle Commerce, so that … As Lisa was mentioning, they wanted to have single order for both customer service customers as well as the in-store reps. Everybody can look at this order at the same time and get the accurate information about this order. Also, we had implemented tablet interfaces for the store reps in order to be able to fulfill the in-store pick-up orders and take digital signatures on the tablets.
Josh Burkhead: Excellent. Before we close, would any of our panelists today have any final comments for the audience?
Lisa Dahlke: I just want to say thank you to everybody who attended. Hopefully some of the information I shared was helpful, but my email is included in the deck. Please feel free to contact me with any questions that you may have.
Andy Farrell: Yep, and we’d like to thank Lisa as well. Lisa, we really appreciate your time today, and of course all the attendees as well, taking the time to learn about what Lisa and her organization did and some strategic factors for your own organizations.
Josh Burkhead: Excellent.
Arvind Ramankole: Thank you, Lisa, working with you and thanks for being part of this.
Lisa Dahlke: Yeah, it’s been a great experience. Thank you.
Josh Burkhead: We did have one final question submitted by an attendee here. Lisa, this question was for you. What were the changes made that you felt improved the customer service team members? I’m not sure if that’s from a processes standpoint or a customer satisfaction standpoint, but the question reads, “What were the changes that were made that improved the customer service team members?”
Lisa Dahlke: It really was getting them into one program that they could use to do all of their processes. They had spent time documenting their processes, so that we could look at how they did things. Then, we made sure when we moved to the new system that we incorporated all of those into what they do in the system. It was really giving them the right technology, so that they didn’t have to jump through a lot of hoops, which meant that you were delaying the customer in getting the response to the customer, or having to try to explain, “Well, we’re having technology problems.” That kind of thing. It was really getting that reliable system, and one system, for them.
Josh Burkhead: Excellent.
Arvind Ramankole: This is Arvind. I just wanted to add one more thing to that answer. Lisa summarized it perfectly. To go more technical on this, the only thing we had … The customer service center, it was able to do returns, refunds, track the order in the order management, since it was part of the order management. Also, see the pick, pack, and ship status since it was also integrated with pick, pack, and ship. Also, able to see the pick-up process in-store, as well as the shipment process. That kind of helped them, go to one system. Previously, they were juggling between three to four screens at different applications.
Lisa Dahlke: Um-huh. Right.
Josh Burkhead: Well, thank you very much, Lisa and Arvind, for answering that last question. Thank you, the attendee, for attending today’s session. We hope this webinar has helped you think about potential next steps for you and your organization. We’ll be following up with you within the next week with a link to view a recording of today’s webinar as well as a quick survey. This survey not only helps us discover if you found this session valuable, but also gives you the opportunity to take that next step towards a free one-to-one discussion with a DMI expert to review your current challenges and game plan for future success. This comes at no cost or obligation to you, and we look forward to speaking with you.
On behalf of DMI and Mills Fleet Farm, thank you for joining us today and have a great rest of your day.