In an incredibly short period, the global pandemic has seen on-demand grocery delivery go from a fringe concept to a common service in a crowded space. Because we have been confined to our homes for the past two years, many of us have explored and relied on online shopping more than ever before. As a result of the rapid growth of quick and at-home commerce, retailers have been given a once-in-a-lifetime opportunity to learn some valuable lessons about customer engagement.

These companies have not only witnessed but also fostered a shift in customer expectations regarding availability and delivery speed - and there is much to be learned here about what the success of these retailers indicates about the broader role of delivery in the customer experience. Even though these rapid delivery companies are now facing tougher trading conditions, their initial success has sparked a discussion about what speedy delivery says about customer engagement versus other priorities. It's clear that speed is critical for businesses, not only to ensure a sale, but also to maintain customer respect and loyalty, and thus make their mark among the ever-growing pack.

Much of fast e-commerce is based on the assumption that online shoppers want their orders as soon as possible, and while this is partially correct, there is more to consider here. Because there is no physical store, these delivery changes have the potential to reshape the concept of customer engagement.

It's easy to see why speed is a differentiating factor between them and traditional supermarkets, with consumers enticed by the ultrafast 10- or 15-minute delivery times promised by these new brands. However, if it's quick and small-scale, it could also be hyper-local or provide a more personalized touch. Consumers are increasingly seeking innovative, hyper-personalized, and flexible experiences in addition to immediate ones.

To compete and survive, retailers must consider not only fast delivery but also proactive, dependable, and personalized communication throughout the customer journey. As a result, racing to be the first and to scale the fastest is not the only way to win, especially since hyper-scaling presents its own set of business challenges in terms of long-term customer retention.

Quick commerce businesses are operationally limited to a smaller selection of items than a traditional grocery store and, as a result, must zero in on what customers are truly looking for to avoid wasting space stocking the wrong products. The same logic should be applied to how businesses interact with customers in general, based on an understanding of what they want from you, whether that's a specific channel, tone of voice, or something else.