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Cube Route Drives Dramatic Results Across Bad Boy Customer Service.

TORONTO -- Cube Route On Demand Logistics Service Enables Furniture, Electronics and Appliance Retailer to Trim Customer Service Costs; Narrow Delivery Time Windows by 40%

Cube Route, a provider of on demand logistics services, announced today that Bad Boy, a furniture, appliance and electronics retailer, has lowered its operational costs related to customer call outs and improved its customer service by narrowing delivery windows by more than 40%. Bad Boy achieved the results within six months of subscribing to Cube Route's Visibility and Routing package and Order Notification services.

While Cube Route enables Bad Boy to achieve operational savings through visibility into its fleet of third party operators, it also bolsters Bad Boy's customer service with integrated automation features. This includes self-service order tracking through the Bad Boy Web site where customers can now track their own individual delivery times; and, automated order notification, enabling call-outs to customers the evening prior to as well as the day of delivery.

"Regardless of economic challenges, customer service is always the primary differentiator when it comes to attracting new customers and converting them to loyal shoppers," said Murray McMichael, distribution manager at Bad Boy. "With Cube Route, we have seen a marked improvement in service efficiencies. We can now narrow our delivery windows to as little as three hours, and can also significantly improve accuracy with estimated times of arrival. By automating customer call-outs, we have also reduced the number of calls made by customers to our service staff, and reduced our own call-out costs. While this obviously impacts our bottom line, it ultimately reinforces our mandate to deliver exemplary service."

"Cube Route enables organizations to minimize the operational and financial risks of deploying traditional logistics software, while reaping the rewards at a fraction of the cost and without lengthy and complicated deployments," said Jeff Murphy, vice president of operations at Cube Route. "For example, Bad Boy has quickly and cost-effectively achieved greater visibility in its order-to-delivery process, and as a result achieved unprecedented levels of customer service efficiencies. Bad Boy is a true showcase for the successes achieved through a combination of visibility, automation and self service."

Cube Route's logistics solution is offered as a service, enabling organizations with private or dedicated fleets to cost effectively streamline and gain visibility into last mile delivery operations. The Cube Route service combines advanced tracking, planning and routing functionality with the simplicity of Web-based service delivery. Offered on a pay-as-you-go basis, the Cube Route service provides users with an affordable and straightforward way of achieving visibility into their delivery operations in real-time.

About Cube Route

Cube Route facilitates the deployment and management of the delivery process for transportation and field service organizations for maximum operational efficiency. Cube Route is a managed logistics service that enables businesses to dramatically reduce delivery costs and improve service. Cube Route's integrated and comprehensive web solutions combine sophisticated routing, tracking and planning functionality to optimize routes as well as track and monitor delivery fleets in real-time - at the lowest possible cost. For additional information on Cube Route and how its on demand logistics service and platform can impact your organization, visit www.cuberoute.com or call 1-877-227-6883.

About Bad Boy

Since 1955 Bad Boy has been an undisputed leader in promoting furniture, appliances and electronics. Today Bad Boy has 250 employees operating from its head office and five superstores across the Greater Toronto Area. The company prides itself on exemplary customer service, and differentiates itself from competitors by offering the lowest prices available.
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Publication:Business Wire
Date:Sep 21, 2004
Words:582
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