Jackson Springs Water

Delivery is the business. Long-standing accounts on recurring routes, boosted 23% during COVID as behaviour shifted to delivery, and still growing 7 to 8.5% a year. Customers leave empties out for collection, which only works if they know the driver is coming.

Phone is the primary channel and the Instagram bio CTA is the phone number. The website has a schedule-a-delivery form but no checkout. Minimum 4 jugs inside Winnipeg; order today, deliver tomorrow, Monday to Saturday.

The storefront is the secondary revenue stream: coolers, cases, refills. Counter service must be under 60 seconds. New walk-ins with no card on file are the biggest friction, which is what the QR-code self-onboarding idea addresses.

The previous system forced staff through multiple tabs and screens per sale, slowing the counter instead of speeding it up. The bar you set: look up a customer and complete a transaction in under 60 seconds.

About 9,000 customers with notes that must survive migration: garage access codes, delivery instructions, deposits on file. Maryana the accountant is dragging the master data out of Excel by hand. Any new system must store these reliably.

Zones are managed by postal code, run on paper manifests and Apple Maps. Staff shift orders between drivers each morning and re-shuffle for emergencies by hand. Dynamic adjustment and route optimisation are the priorities here; this is where the previous system fell down first.

Own fleet, source to door: their well, tanker and trucks. Drivers deliver jugs, collect empties and cash, and take order changes at the door, like a customer taking fewer jugs, which the old system could not credit forward.

No notifications today. Customers want a Skip-the-Dishes style driver-on-the-way ping so empties go out, especially in Winnipeg winters. A hard boundary: automation must not compromise the Jackson Springs charm reflected in their Google reviews.

Staff manually process credit cards from 5am before trucks leave. Expired cards get chased by hand. There is no card vault. The goal is stored cards processed automatically and safely, with expiries handled without human chasing.

The clientele is cash-heavy. $10 deposit per jug, credits issued when empties come back, $2 per-jug delivery charge. The previous system was designed for card-only transactions and could not reconcile any of this, which is why it was set aside. Every jug in the field is two things at once: stock that has left the building, and $10 owed back to the customer. Those two numbers have to agree, and nothing currently checks that they do.

An aging QuickBooks Desktop install where everything must balance. It is failing specifically on negative invoicing for jug deposits and returns. Hard requirement for the new platform: seamless two-way QuickBooks Online integration.

About 50 SKUs including cooler parts and cleaning services; the public site lists only ~15. The system must track jug and cooler ins and outs as drivers deliver and return, and keep inventory movement accurate against the books.