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    Pay to Play? No Way.

    Like Angie's List, only better: Core24 vets service providers to help businesseswith outsourcing

    Hala Habal
    Sep 13, 2012 | 1:15 pm

    In the Dallas market alone, there are 450,000 service providers. So imagine trying to choose one of these companies – tech, marketing, sales, insurance, legal, human resources – to help you with your business.

    These typically outsourced services exist in an extremely competitive environment, and every company claims to be the best. What if someone already had identified the cream of the crop and made that expertise available to middle market companies?

    That’s exactly what Sunny Nunan does.

    “For a business trying to outsource providers in Dallas, it can be overwhelming,” Nunan says. “We help businesses reduce risk and tell them exactly why we’ve gotten behind the providers we endorse.”

    “Businesses must have credibility to be represented by us, Nunan says. “There’s nothing grosser than pay to play.”

    Nunan describes her 4-year-old company, Core24, as a business-to-business Angie’s List, with one critical difference: Core 24 has a due diligence process for providers; it doesn’t just rely on consumer opinions.

    In her previous professional life, Nunan worked for a city magazine, trying to sell print ads to businesses – the majority of which were service providers. After hearing over and over again that these providers built their client roster through networking, the idea for Core24 occurred to Nunan.

    The process is straightforward. Once Core24 decides that there is an area of expertise, it identifies providers that meet a litmus test in providing that expertise, based on product, customer service and longevity. The second step is a subjective two-part application process completed by the provider, plus a list of references. If all areas are met, Core24 represents the provider and it, in turn, pays the company a fee for services, typically billed as marketing or business development.

    “We reject a lot of service providers because we have to be willing to endorse them,” Nunan says. “There’s the real deal, and then there’s the firm that tries to appear be bigger than it is. They must have credibility to be represented by us. There’s nothing grosser than pay to play.”

    In the first year, Nunan identified the most common, mission-critical disciplines that companies need in order to be successful – hence the “core” in Core24. Companies represented by Core24 include Acuity (technology consulting), Paycom DFW (payroll processing) and Prescott Pailet Benefits LP (employee benefits), among 21 others. In the second year, the business received numerous queries about more ancillary services, so Core24 launched a second tier, called Preferred Partner Network, that includes providers for break room services, armed guards and the like.

    ​​“Sunny tries to enlighten other companies about ways of doing business where they can actually be good corporate citizens,” says Pam Gerber, executive director of ENFT.

    Pam Gerber, executive director of Entrepreneurs for North Texas, a program of the Communities Foundation of Texas, has seen first-hand how well Nunan’s model works.

    “We meet a lot of great companies through her,” says Gerber, noting that Nunan is one of ENFT’s top volunteers. “Sunny tries to enlighten other companies about ways of doing business where they can actually be good corporate citizens.”

    As Core24 enters its fourth year, Nunan aims to launch another program, C24Concierge, which would serve as a third tier to fill gaps. These services revolve around client entertainment and retention, such as event planning and team building resources – important, but not necessarily critical, services.

    After its October 2012 launch, companies can subscribe to C24Concierge for $1,500 a year, which buys them access to the entire provider database, as well as an “ask the experts” forum and other research-driven informational tools.

    “There are a whole lot of resources that the business community needs to know about, but can’t get, unless they go to a ton of websites,” Nunan explains. “Let’s say somebody is looking for CEO nomination programs. They have to call 50 different organizations to find out what is out there. With Core24, we have single-source platform that aggregates that information. [Our clients] pay $125 a month and have access to all this information, which saves them hours of time in research.”

    If a company decides to hire one of the Core24-represented providers, that discussion happens directly with the service provider.

    Nunan says the company only represents one service provider in each discipline because, as her model is currently structured, she feels it would diminish the value proposition to the service provider community if Core24 promoted more than one business per category. In the future, as the company develops a stronger subscriber base, and revenue shifts toward that model, this could change.

    Nunan adds that she has plans to expand into markets outside of Dallas. She is looking to launch in Austin within the next 12 months.

    unspecified
    news/innovation

    Packages pronto

    Amazon launches 30-minute delivery service across Dallas-Fort Worth

    Associated Press
    May 13, 2026 | 9:04 am
    Amazon packages
    Photo by Anirudh on Unsplash
    Amazon Now guarantees 30-minute delivery.

    More than 20 years after it redefined fast shipping, Amazon is preparing to raise the bar on consumer expectations again by offering to fulfill customers' most urgent product needs in Dallas-Fort Worth and other parts of the world in a half-hour or less for an extra fee.

    The company, which revolutionized online shopping in 2005 with two-day deliveries for Prime members, is rapidly opening small order-processing hubs in dozens of U.S. and foreign cities to cater to shoppers who can't or don't want to wait for cough medicine to relieve flu symptoms or tomatoes for tonight's dinner salad.

    The ultrafast service, called Amazon Now, first launched in India last June. Amazon says 30-minute deliveries now are also available in urban areas of the United States, Brazil, Mexico, Japan, the United Arab Emirates, the United Kingdom.

    The mini-warehouses devoted to Amazon Now are about the size of a CVS drugstore. They stock about 3,500 products for expedited delivery, including beer, diapers, pet food, meat, nonprescription medications, playing cards and cellphone charging cables.

    “We know that customers love speed and always have,” Beryl Tomay, Amazon’s head of transportation, told The Associated Press on Monday. “What we see customers doing, when we offer faster speeds, are they purchase more from Amazon. And Amazon becomes more top of mind for that or other types of items as well.”

    In the U.S., the company first tested Amazon Now in Seattle, the home of its headquarters, and in Philadelphia. Most residents of the Dallas-Fort Worth area and Atlanta now have access as well. The service is also live in Houston, Denver, Minneapolis, Phoenix, Oklahoma City, Orlando, Florida, and dozens of other cities, Amazon said, with New York City and others expected by year-end.

    The service charges for Amazon Now start at $3.99 for Prime members, who pay an annual fee of $139, and $13.99 for non-members. A $1.99 small basket fee applies to orders under $15, Amazon said.

    The company's bet on a need for speed also comes as some consumers are rebelling against rushed deliveries as they weigh the potential impact on the environment and the workers tasked with preparing orders at a rapid rate.

    Amazon’s approach
    A relentless focus on speed helped Amazon build a logistics and e-commerce empire. After it made two days the new delivery time normal, Amazon moved into one-day and same-day deliveries for its Prime members. This spring, the company began making 90,000 products available in one hour or three hours at an extra cost.

    The scaled down and sped up microhubs that are designed to handle 30-minute orders represent another step in Amazon's pursuit.

    Only a handful of people prepare orders from aisles of shelves in the 5,000- to 10,000-square-foot facilities, unlike the sprawling fulfillment centers storing millions of items where Amazon employs a mix of human workers and robotics to pick and pack orders.

    Amazon tailors the product inventory to each location and uses artificial intelligence and other technology to analyze what customers buy, as well as when and how often. The most popular U.S. purchases so far include soap, toothpaste, mouthwash, toilet plungers, bananas, limes and wireless earbuds, Amazon said.

    The competition
    Amazon’s attempt to up the instant gratification ante provides direct competition to on-demand food delivery platforms like Instacart, Uber Eats, DoorDash and Grubhub, which don't have the scale of the e-commerce titan, according to independent retail analyst Bruce Winder.

    “What Amazon brings is their prowess in supply chain,” Winder said.

    These smaller companies said they don't see Amazon as a threat, though, citing the hundreds of thousands of items they are able to deliver to users' doorsteps by partnering with various merchants and restaurants.

    “DoorDash has a mission to empower grocers and retailers and augment their existing footprint, not to replace them,” DoorDash spokesperson Ali Musa said in an emailed statement. “We win only when they win, which is how we can offer over half a million grocery and retail items in under an hour across the country.”

    Amazon also is in a race with Walmart to become the retailer that reliably gets orders to online shoppers in under an hour.

    For an additional $10 on top of standard delivery charges, shoppers can place Walmart Express Delivery orders from among more than 100,000 products that are guaranteed to arrive in an hour. Many customers, however, are receiving the items under 30 minutes, Walmart CEO John Furner told analysts in February.

    Domino's cautionary tale
    Companies have promised deliveries in 30 minutes or less before, but the landscape also is littered with failed attempts to break the speed barrier.

    The COVID-19 pandemic produced a flurry of companies that promised 10- to 15-minute grocery deliveries from microwarehouses in dense neighborhoods, according to Sucharita Kodali, an analyst at market research firm Forrester Research.

    But soaring operating costs, low customer loyalty and the drying up of investor money ultimately caused most to fail before the pandemic was over, analysts said.

    Domino’s in 1984 pushed a guarantee that customers would receive their pizzas for free if they weren't delivered in under a half-hour. The company amended the “30 minutes or it’s free” policy after two years, providing only a $3 discount for late deliveries.

    The promotion helped Domino’s win market share, but it ended up tarnishing the company's reputation. It dropped the guarantee in December 1993 after a string of crashes and lawsuits involving drivers racing to meet the deadline.

    Brad Jashinsky, a retail analyst at information technology research and consulting firm Gartner, said he thinks Amazon should take the pizza chain's experience as a cautionary tale.

    “You get in trouble when you start overpromising something like that,” he said.

    Amazon won't be making any time guarantees and instead plans to keep customers who chose the 30-minute delivery option updated on the progress of their orders, Tomay said.

    “There's no rushing either in our building workers or the gig workers,” she said.

    Taking it slow
    Kodali thinks Amazon will need a lot of people placing orders around the same time from the same or adjacent apartment buildings for the 30-minute service to be cost-effective.

    Consumers may appreciate rapid receipt of products like toilet paper and batteries, but retailers and logistics experts said they also see some online shoppers, especially members of Generation Z, choosing no-rush shipping for products they don't need in a hurry.

    Amazon for several years has invited customers to skip one- or two-day delivery and to receive their orders on the same day in as few parcels as possible. Consolidating orders into fewer packages by electing to have them delivered at the same time cuts down on boxes, shipping envelopes and fuel use, analysts said.

    “The millennials who came to age in an era that was on fast delivery came to expect it de facto, whereas ... Gen Z is more accepting of a slower speed than previous generations before them,” said Darby Meegan, a general manager at Flexport, a supply chain and logistics company that fulfills orders for thousands of online merchants.

    Still, Amazon executives have cited positive early results for Amazon Now in India, where they said Prime members tripled their requests for 30-minute deliveries once they started using the service.

    Amazon Now also is attracting more repeat American customers, Tomay said.

    “It’s in early days and time will tell,” she said. “I think that it will be interesting to see how it evolves.”

    deliveryshoppinginnovationamazon
    news/innovation
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