Wyman’s is a family-owned manufacturer of blueberry and other fruit products in the United States, with a more than 150-year history.
As Wyman’s has branched out into direct-to-consumer ventures, their complicated product mix and fulfillment needs created multiple fulfillment headaches.
We mapped order fulfillment requirements to different cart combinations and then implemented a best-in-class OMS system based on warehouse priority and order tagging systems, allowing Wyman’s to scale their operation, knowing their fulfillment partners were getting the correct order, and their customers were getting the correct product.
Before we came in to assist, third-party fulfillment was reliant on a custom module and daily FTP pull. By implementing systematic order management, we were able to help Wyman’s lean into multiple fulfillment partners, streamlining the business and creating efficiencies and happy customers.
We went from essentially $0 in sales to multimillion-dollar sales very rapidly, and we're continuing to grow. We wouldn't have been able to achieve any of that without First Pier.
Patrick Carroll, VP of Innovation — Jasper Wyman & Son
A subscription is an operational promise, not a marketing one.
Everything else in this partnership — the platform, the subscription program, the cart — increases the number of times Wyman's has committed to putting frozen fruit on a doorstep. Every one of those is a promise the warehouse has to keep, on a schedule the customer chose, with a product mix that decides which fulfillment partner can even handle the order.
Wyman's third-party fulfillment was running on a custom module and a daily FTP pull. That is workable at low volume and it becomes a liability the moment recurring revenue is the point, because the failure is no longer a missed sale. It is a subscriber who cancels.
So the work was mapping fulfillment requirements to real cart combinations, then implementing order management with warehouse priority and order tagging, so the right partner receives the right order without a person deciding each time.
Recurring revenue is the most fragile revenue a business has. It renews on its own, which means it also leaves on its own, and what usually breaks it is not the offer but the delivery. The unglamorous half of a subscription business is the half that decides whether it lasts.
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