What should be ready before accepting orders?
Check catalogue data, available quantities, staff access, service zones and support ownership. Run the complete journey, including cancellation and an unavailable item. Keep a written record of unresolved issues.
How do you keep the initial launch manageable?
Match catalogue size, coverage and operating hours to the team’s capacity. Make the customer promise clear. The aim is to observe a complete service you can support, rather than expose every possible configuration at once.
What should be reviewed after each shift?
Discuss delayed orders, stock differences, difficult addresses and unanswered questions. Record the action and its owner. Repeated issues are more useful than isolated anecdotes when deciding where to improve the process.
When is the operation ready to expand?
Look for a routine that the team can repeat without constant intervention. Check whether additional demand would overload preparation, dispatch or support. Add capacity or coverage in a way that lets you observe the effect.
What should the month-end decision contain?
Summarise what worked, which costs became clearer and which constraints remain. Decide whether to continue, adjust the offer or postpone expansion. Keep the decision tied to your own records; early activity alone is not evidence of a profitable model.
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