Deliveroo’s critical analysis
This report is a part of the University of London (Royal Holloway’s) BSc: Business Administration (BA-2530) (Operations Management) coursework for the year 2020/21.
Introduction:
William Shu, along with his childhood friend Greg Orlowski, started Deliveroo in 2013. From just 3 restaurants in 2014 (Soo, 2018), (Ghosh, 2018) to 80,000 restaurants during 2020, Deliveroo has come a long way (IQBAL, 2020). The growth is largely because of the fast delivery and the famous branded choice of restaurants near the customers and this is precisely the strategy that Deliveroo is working on (Pupic, 2016). High revenues combined with losses were present due to rapid expansion, leading to higher expenses (PYMNTS, 2019), (IQBAL, 2020) It opened the Deliveroo editions in May 2018 to increase choice to the customers and to reduce the restaurants capital expenditures and this is also the strategy Deliveroo is working on (SEYMOUR, 2020). Deliveroo has a total of 2300 employees (Ghosh, 2019) and operates in 200 cities in 12 countries (Deliveroo, 2020).
Anther of strategy obtained by Deliveroo is to be the focus on tech. Amazon had invested a huge chunk in Deliveroo to get the customer data smoother. The aim is to gather the customer data and use it for dark kitchens to forecast the severity of demand at certain places and to use it for the expansion of dark kitchens (Samuels, 2019).
In contrast, Garrett Camp and Travis Kalanick started UberEATS a year later in 2014. It was named UberFRESH at first and was integrated with uber logistics (Etherington, 2014) but was then rebranded to UberEATS and transferred to a separate application of its own (Elliott, 2015). The already established uber network is being used for delivering food, leading to reduced cost and time for a delivery framework. Since 2016 to 2020, UberEATS revenue has increased from $600 million to $1.2 million and market share has increased from 3% to 30% (CURRY, 2020). UberEATS’s workforce consists of estimated 21,900 employees (Owler, 2020) and is available in 6000 cities and 45 countries (Uber, 2020).
UberEATS uses GPS to track the order and provides recommendation based on the past orders, segmentations of food e.g., price, vegan, popularity, and delivery time. The delivery can be customized according to the place of the building the customer would like to receive the order at (Lee & Lin, 2017).
Unlike Deliveroo, UberEATS strategy is expansion as it is expanding to the extent that it is making profits along with the losses due to expenses incurred by expansion (Sawers, 2020), (Bloomberg, 2018). Furthermore, it is also focusing on customer retention and orientation as communication between the customer, rider and restaurant is fully focused.
Main body:
SWOT analysis
Strengths:
Deliveroo had collaborated with Tern for electric bikes and has reduced plastic consumption (HelenJ, 2019), (Deliveroo, 2018), (Deliveroo, 2019). This not only fulfils the current boom in sustainability but will also provide a chance for a larger market share. This can be termed as a source for marketing as providing food delivery to larger gathering can improve brand recognition, leading to improved sales (Martins, 2019).
Deliveroo has an established urban market in various countries. The rapid expansion has provided Deliveroo with an opportunity to capture the market before it gets saturated. This means more market share and a chance to become a market leader (Annie Musgrove, 2019). Plus, the risk is divided among enterprise operating in different countries (Pupic, 2016), (GlobalNewswire, 2020). This also provides an opportunity to collaborate with local supporting services to amplify the success and gives Deliveroo a status of multinational, thus attracting more consumers and knowledge workers (Morahan, 2020). Plus, its specialization in the food delivery app allows it to enjoy the benefits of the division of labour.
Deliveroo uses socio-economic segmentation to better understand the consumer income and targets them accordingly and had partnered with Yumpingo to gather the insights (Thow, 2020), (Kelso, 2019). This saves up on marketing costs as the target customers are being targeted instead of non-targeted ones. Deliveroo app records preferences and uses them to show the best choices at the top. This means quick and more orders (Deliveroo, 2021), (Oudwell, 2017). Furthermore, it conducts crucial market research, something that customer-oriented business crucially requires to succeed (Fleming, 2019).
Deliveroo offers a service to its affiliated restaurants that allow the purchase of raw material and other necessities at a discounted price, thus providing them with an incentive to keep affiliated with Deliveroo, while tackling with high competition by the means of sustainable competitive advantage. The logic seems to be bulk buying economies of scale (Deliveroo, 2019). Furthermore, Deliveroo provides target customers for the restaurants and has been a crucial thing for them during the covid-19 lockdowns (Deliveroo, 2019), (Sumagaysay, 2020).
Diet conscious people are on the rise. With more awareness of health, Deliveroo decided to add the calorie check in its menu, satisfying the specific targeted customers. This act of corporate philanthropy can act as marketing for the health of consumers to improve PR (Gustafson, 2017), (Deliveroo, 2019).
Deliveroo has also focused on the management team and empowered them via Zendesk which can provide motivation as management interest in new things can spark advantages. This can be a symbol of transparency and a source of performance measurement (Zendesk, 2021).
Deliveroo was able to collect a huge sum of money during fundraising, depicting a trust that customers have in Deliveroo. Deliveroo was spread mostly through the word of mouth which could be the reason for the trust and huge amount of fundraising (Karishma, 2015). This shows the public trust in Deliveroo.
Will Shu was a software director and Greg Orlowski was an investment banker. This explains the fact behind the successful fundraising as Orlowski can use tactics to attract investors. Will himself can keep an eye on the Deliveroo app software to ensure its stability.
Deliveroo’s tech-hub is expanding, providing the firm with a technological edge. Technological advancement can help attract knowledge workers and aid in the smooth operations of the business. The training for technical usage can improve motivation as well (Deliveroo, 2020). It has also acquired Cultivate for customized software applications (Loritz, 2019).
Softbank decided to purchase stakes in Deliveroo, providing it with a huge chunk of capital to cope up with the expansion. Softbank is a multinational that has stakes in different diverse firms and can be a source for a favourable strategic alliance between the firms it has stakes in, including Deliveroo (Ghosh, 2017).
Deliveroo decided to introduce dark kitchens which can help reduce the travel time for the rider and provides the restaurants to cater the needs of an area without having to add up on fixed costs (Clensy, 2017). For this, a partnership with eatsa took place to provide a better customer experience (Kelso, 2019).
Heineken decided to collaborate with Deliveroo in an attempt to increase its market share (Vizard, 2016). This could be a successful strategy for both Deliveroo and Heineken as both are complementary products to each other and beer consumption around the world is notable (Conway, 2020). It also is focusing on search engine marketing (SEM) to target consumer online (Resch & Marketing, 2020).
Deliveroo had taken up the opportunity to improve its PR even further by associating with Visa to announce a financial package for small businesses. This could be due to global unemployment resulting from covid-19, leading to a decrease in purchasing power (Deliveroo, 2020).
Amazon had agreed to fund Deliveroo’s expansion to the US and its food courier (Bell, 2019), (BBC, 2019). The trust in Deliveroo by huge companies should be applauded. This could partially be due to Greg’s negotiation skills when he was an investment banker.
Weaknesses:
Deliveroo has some issues regarding employment laws. The rights to collective bargaining and considering riders as employees are some examples. (FRANCE24, 2019), (Association, 2018). There have been cases of lower wages (Stern, 2015). This could be a hinder in attracting knowledge workers and could lead to demotivation even among non-affected employees which could negatively affect the productivity of the whole firm. Riders had already protested against this which must have led to lost sales (Millar, 2019). Furthermore, riders were threatened to be dismissed for working with the restaurants that had social distancing issues. Instead of redundancy policy, Deliveroo should have implemented on a strategy to satisfy both restaurants and the public (Nott, 2020).
Deliveroo is hugely app focused which can be considered as the Placement section of the integrated marketing mix. App crashes can occur and result in sales losses. With a huge amount of Deliveroo users (Statista Research Department, 2020), the chances of losses are even greater now. This had happened to Deliveroo in the past (cox, 2018).
Although Shu Will is a software director, the app crashes due to extreme server load is impossible to end. The extreme growth in the past and currently due to covid-19 ‘stay at home’ instruction can lead to overloaded servers, leading to badwil generation (BLAKE, 2017).
There have been reports of poor food and/or delivery services (Cheal, 2017). Though operations seem smoother now, the customer expectations are now higher too so, Deliveroo needs to be extra-efficient in the process to avoid any uncertain and unwanted badwil. This goes for the restaurants too. The resulting diseconomies of scale due to the communication gap between the restaurant and the consumer has led one of the restaurants to quit Deliveroo (BBC, 2020).
Opportunities:
Market penetration into the UK’s halal industry in demographic segmentation can provide Deliveroo with an increased market share and can further improve its PR as it is a growing market (Oliver, 2020). One way this can take-off is by collaborating with a catering company to deliver to the huge gathering, either religious or non-religious
Although Deliveroo has been focusing on fast delivery by introducing new technologies and using ‘Frank’ algorithm, it still needs to work on location inaccuracy (Chapman, 2017), (Shead, 2017), (Mirror, 2019). This can lead to frustrated customer, loss of brand loyalty and difficulties in customer retention. What can be done in this scenario is to introduce drones that would directly reach the customers on the GPS location considering the pandemic, contactless delivery can be successful. Shu himself is a software director and can use his expertise. Another solution is to have a strategic alliance with amazon on its flying warehouse to reduce the location issues and retain customer base (Kharpal, 2016). The alliance can go well as Amazon had also funded the Deliveroo’s expansion to the US.
Deliveroo can also hold a food eating challenge to promote food available at Deliveroo restaurants in an attempt to improve sales from Deliveroo as the human desire to eat more of favourite food can be targeted.
Threats:
There is an extreme competition in the online food delivery business which even led the tech-giant Amazon to quit the market while Deliveroo quitted Germany’s market (Yaffe-Bellany, 2019), (Buck & Bradshaw, 2019). This could predict the forthcoming of the threat of takeover by an even bigger company or if the bad PR kickstarts the chances of this happening.
The overtrading nature of the current corporate strategy can not only put the company at the risk of going bankrupt in multiple markets if something similar to pandemic occurs but can also increase the trading cost.
Deliveroo has had issues with the worker’s laws and had been facing lawsuits mainly by labour unions through collective bargaining (Moore, 2017), (Butler, 2018). This can strike hurdles in the rapid expansion strategy of Deliveroo as it can demotivate potential riders when expanding in other state or country.
The report suggests Deliveroo’s dark kitchen’s environment is unsuited for cooking (Crouch & Walters, 2020). This could jeopardize Deliveroo’s overexpansion corporate strategy and lead to unattracted investors, leading to issues regarding generating money for capital expenditures especially when the world is focusing on hygienically safe food during the pandemic. Expensive lawsuits can have financial backslash and sales, consumer trust and PR can have seriously negative effects.
With losses being incurred by Deliveroo due to overexpansion, restaurant demand Deliveroo to wave off commission fee (Shead, 2020). This could throw the company in a loop to manage its finances and one wrong move can render the company bankrupt. Plus, the threat of UberEATS can be quite difficult to manage as it already has its parent company acting as a transport firm.
Suggestions
It is suggested to improve labour motivation as reports suggest some labour-related lawsuits. This could lead to a demotivated workforce, which Deliveroo cannot take its burden due to extreme competition. App crashes should be prevented to minimize sales losses. location accuracy issues also need to be taken care of
To improve its standpoint, it should target the UK’s halal market, considering the growing market. A market penetration strategy can be used as Deliveroo is already focused on over-expansion. One thing it needs to improve is the delivery and food services to remain in the market.
Conclusion
Above discussion concludes Deliveroo’s attempt to survive and thrive in the market through overexpansion and strategic alliances with Yumpingo, Tern, Zendesk, Visa, and Heinekens. Deliveroo is trying to target diet-conscious customers as well by mentioning calories on the menu. Furthermore, fundraising showed customers trust Deliveroo as its fundraising was successful. It also is using technology to gain a competitive edge over competitors like UberEATS. Softbank purchased stocks in Deliveroo which depicts the successfulness of Deliveroo strategy. Over to the negatives, it is found that it needs to work on labour motivation, tackle with app crashes, and focus on location accuracy. To improve market share even more, it had introduced dark kitchens and can target the UK’s halal market
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