Draper and Kramer needed a package solution that doesn’t rely on on-site infrastructure and completely solves for last mile delivery issues.
Over the years, Draper and Kramer deployed just about every package management option available. Across its portfolio, the operator tried software management systems, on-site team management, package lockers and package rooms. But as package volume increased at its communities, each solution has proven inadequate.
Founded in 1893, Chicago-based multifamily owner/operator Draper and Kramer, Inc. operates 20 communities and nearly 10,000 apartment homes. Among its portfolio are several large historic buildings, built in the 1940s to 1960s. While charming in character, the buildings lack the infrastructure and space to keep up with the increasing volume of packages being delivered to its residents.
Over the years, Draper and Kramer deployed just about every package management option available. Across its portfolio, the operator tried software management systems, on-site team management, package lockers and package rooms. But as package volume increased at its communities, each solution has proven inadequate.
“As the package problem has evolved, especially in older buildings that were constructed without a thought given to package management, we had to start finding creative solutions,” said Tim Kramer, Vice President and Director of Operations at Draper and Kramer. “When on-site staff is managing packages, it takes several hours out of their day. We tried software that helped us manage packages ourselves, but I’m not sure it actually saved any time. We started deploying package lockers, but we quickly realized at our larger communities that we didn’t have enough lockers. When there aren’t enough lockers, you’re right back to having your staff manage packages. We moved on to package rooms, but the problem with lockers and package rooms is that we still have to do all the work.”
Kramer said that approximately 20% of residents have a package delivered daily. At a 650-home community, that’s at least 130 packages each day, just based on one-fifth of the resident population. He noted that the number of lockers, as well as the variety of locker sizes, required make them an ineffective and cost prohibitive solution.
The limitations of lockers also presented resident satisfaction issues for Draper and Kramer.
“Carriers, because of the volume, have become less concerned with how they are delivering packages,” Kramer said. “When lockers are full or when you’re using a package room, they just drop it off and they’re gone. Residents get upset when their package isn’t in a locker, or that there is no record of a delivery. As much as the package locker companies like to tell you that they work with all carriers to log in packages, it doesn’t happen.”
Draper and Kramer needed a package solution that doesn’t rely on on-site infrastructure and completely solves for last mile delivery issues.
“Self-awareness is important in our industry, and we knew we weren’t doing a good job of package management,” Kramer said. “We didn’t want to be in the package handling business, and when we started looking for a new product or service, we focused on last mile solutions.”
Draper and Kramer liked Fetch’s ability to remove the package burden from its teams, but Kramer said the Fetch concept was initially met with mixed reactions.
“It was hard for a lot of people to wrap their heads around the fact that packages first went to a receiving warehouse. Also, the idea of on-demand delivery was kind of new. That concept was younger, and anyone older than 25 didn’t immediately see the advantage of managing package deliveries through your phone,” he said. “It took some time to convince our teams that Fetch was a good idea.”
However, there was no reservations regarding the Fetch leadership team.
“We have had a relationship with Fetch and their executive team really from their beginnings, and they have always been accessible,” Kramer said. “Fetch CEO Michael Patton formed his business around an idea he believes in, and you can tell it’s personal to him. They have been responsive right from the start and committed to addressing any issues or concerns that we have encountered.”
Draper and Kramer opted to test Fetch at Lake Meadows, a massive 1,700-home, nine-building community in Chicago with unique package challenges. Lake Meadows had a central package receiving facility, but the property spread across 95 acres, meaning some residents were walking over a quarter-mile to collect packages.
When Fetch was first rolled out at Lake Meadows, residents were understandably eager to register for the service.
“Our asset managers saw how willingly our residents signed up, how efficient the transition was and how quickly the complaints about theft and package handling dried up,” Kramer said. “That was the moment they realized that this was a service and an amenity for the residents. On a corporate level, that moment was when we saw the adoption rates and ease of integration.”
Draper and Kramer has since future-proofed package management with Fetch at five other communities where on-site teams or existing locker systems had become overwhelmed by soaring package volume.
Prior to deploying Fetch, Kramer would regularly receive escalated feedback from residents regarding package issues. His first indication of Fetch’s success came when those package complaints stopped coming in.
“I’m not on-site every day, so when issues get to me they’re generally pretty serious,” Kramer said. “But my Fetch channel of feedback at the corporate level is very quiet. That tells me it’s working and well accepted by residents.”
While Fetch has directly impacted the resident experience where it has been implemented as a package solution, Kramer said it is the ancillary benefits Fetch provides that has truly helped to drive resident satisfaction.
“At properties that do have Fetch, I know there has been improvement in resident satisfaction scores. But you don’t have to directly tie it to the Fetch service to understand the impact that Fetch has,” he said. “Just not having our teams spend those hours on packages means more time in front of residents. That face time and in-person communication is what gives you those positive reviews.”
Draper and Kramer associates have used that recovered time to focus on customer service.
“With Fetch, our people are doing what they’re supposed to be doing, which is managing the asset. They’re being there for the residents. They’re doing their jobs, which is not package management,” Kramer said. “They’re spending more time with our customers on both sides – our asset managers and our residents who are paying the rent. They’re making sure that they’re happy. Any time spent on packages is time not spent on our customers.”
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