7. “How often do you to order
takeout/delivery online from a restaurant
you’ve never had before?”
Never 15.6%
Seldom 37.5%
Sometimes 25%
Often 12.5%
Almost
Always
9.4%
12.5%
9.4%
8. So what’s the problem?
1. User Engagement
2. Restaurant Acquisition
3. Market Share Retention
11. Benefits delivery.com GrubHub / Seamless Eat24 TryCaviar
Rewards & Loyalty Program
Picture Menu
“Try New” Recommendations
Most Popular Dishes
Most Liked Dishes
Feature comparisons
12. Filter Button - “Try Something New”
Picture Menu - “Great Discoveries”
Loyalty Program - “Most Valuable
Foodie”
Our solutions
13.
14.
15.
16.
17.
18.
19.
20.
21. SWOT analysis
1. Leverage largest restaurant-diner network
2. Proven Track Record
- Restaurants: 41% YoY Growth
- Customers: 47% YoY Growth
Strengths
1. Increased discoverability is just a transfer
of wealth until it leads to more 2-sided
acquisition
2. Loyalty Program will cut into profit margin
Weaknesses
Promoting New Restaurants to Diners will:
1. Increase GrubHub’s restaurant
acquisition
2. Increase Diner engagement and use
Opportunities
1. Increasing discoverability may harm markets
with limited options
2. Users may be risk averse to trying new
places
Threats
+ Helpful -
+External--Internal+
Strengths Weaknesses
Opportunities Threats
Extensive 2-Sided
Partner Network
Track Record
Discoverability = Revenue
Cost of Loyalty Program
Limited Markets may
suffer from Initiative
Improve Restaurant
Acquisition
Increase Diner
Engagement
Improve 2-Sided
Retention
- Harmful
+ Helpful - - Harmful
+
+External--Internal+
25. Project Roadmap - Feature #1
“Try Something New” Filter Button
Update Database
Create Filter
July 2015 August September
Plan
Build
UX Testing Build
QA & Improvements QA Fixes
DevelopmentTeam
1 Quarter
26. Project Roadmap - Feature #2
“Great Discoveries” Picture Menu
Gather User Data
Analyze Preferences
October 2015 November December January 2016 February March
Plan
Plan
Create Algorithm
Prototype Picture Menu
Build
Usability Testing &
Optimize UX
Integrate Algorithm
Plan
Plan
Build
DataTeamDesignTeam
QA & Improvements
QA & Improvements QA
QA
Fixes
Fixes
Add Ons
Add Ons
2 Quarters
27. Project Roadmap - Feature #3
“Most Valuable Foodie” Loyalty Program
Optimize Loyalty Rates
Determine Reward Ratio
March 2016 April May June July August
Plan
Plan
QA & Improvements
Update Account Details
Integrate Loyalty
Points with Payment
QA & Improvements
Build
BusinessTeamDevelopmentTeam
QA
QA
Fixes Add Ons
Build
2 Quarters
28. (In Thousands) Year End 2013 Year End 2014 Projected 2015 Updated 2015
Diners 3,421 5,029 7,380 7,653
Gross Food Sales 1,014,900 $1,787,400 2,449,617 2,484,842
Sales and
Marketing
37,347 128,710 108,573 111,433
Development and
Operations
34,173 62,509 93,943 97,496
Net Income (before
taxes)
$14,889 $44,984 $75,903 $77,285
Projections
Good Morning, I’m Ishan, this is Igor, and we are Product Managers here at GrubHub. We are going to take the next 10 minutes to talk about 3 things. The industry, the competition, and what we can do to stay on top.
Last year, Americans spent over 200 Billion dollars at 360 Thousand Restaurants. Of that, nearly 70 Billion dollars was for Takeout or Delivery. This is GrubHub’s market opportunity
GrubHub finished 2014 with over 5 Million Diners and 30 Thousand Partner Restaurants. Resulting in nearly 2 Billion dollars on Food Sales, making it by far the largest competitor in this industry. You may be asking, How does 2 Billion in Sales in a 70 Billion Dollar Market, make GrubHub the biggest player?
It’s because, as of last year, only 5%, or 3.5 Billion Dollars Worth, of takeout / delivery service was ordered online. Currently, the vast majority of takeout and delivery is still done by using paper menus and phone calls. But online ordering is growing exponentially, and competition is becoming more fierce. Let’s take a deeper look at this growing market in terms of GrubHub.
Our Year over Year growth for Food Sales was 39%, for Restaurant 41%, and for Active Users 47%. These growth rates are highly dependent on one another, because of GrubHub’s 2-sided network between diners and restaurants. If growth in one of these areas begins to struggle, the others will follow. Here’s how the 2-sided network works.
GrubHub’s growth relies heavily on finding new restaurants to join its network. More restaurants leads to more diners who value those restaurants. Which creates more orders and sales, which attracts more restaurants to join the network! So what’s the problem?
According to our survey, many users order the same old dishes from the same old restaurants. In fact, over 50% of those surveyed said they “Never” or “Seldom” order from new restaurants. This hurts GrubHub in three ways.
First: Users ordering the “same old dishes” represents decreased engagement. Second: Lesser user engagement may impact new restaurant’s willingness to join the network. And, lastly, competition is growing fast, and, with less desirable User Experience, our market share may be at risk. Let’s look at the competitions UX
While GrubHub has the largest network of Restaurants, it falls a bit short in UX. Here is a clip from one of our usability tests.
Now let’s look at a Feature Comparison Matrix between us and the competition
Here are some of the comparative highlights:
Delivery.com has a loyalty rewards program that helps retain customers
Eat24 offers meal recommendations that make the process faster
And TryCaviar has picture menus that are visually engaging. It’s time for GrubHub to adapt.
To encourage users to discover new restaurants, our first addition is a “Try Something New” filter.
The second feature is a picture menu, called “Great Discoveries”. It will display popular meals from a variety of restaurants that the user has not ordered from before. This will improve our revenue flow, because restaurants will pay an additional 1% commission fee to be featured here.
The third feature will be a loyalty program, called “Most Valuable Foodie”. Users can earn a standard rate of points on regular orders, or a higher rate when they order from a new restaurant.
Let’s take a look at 2 Personas who will benefit from these features. Then we’ll take a look at the prototype, so that we can better explain their functionality.
Rachel represents our favorite type of customer. She loves discovering new restaurants, instagramming food pics, and she orders food online several times a week because of her busy schedule.
William uses GrubHub on the weekends. William wants to see pictures of his food prior ordering to alleviate some of his concerns. He also is a financial advisor and wants to make sure he gets the best bang for his buck. Now, with these personas in mind, let’s take a look at our ProtoType.
This is the current Seamless Website.
It has filters on the left side, account details on top, and the search is right in the middle
This is our new prototype. We’ve added all 3 features.
1st, we have a new Filter Button called Try Something New on the left.
2nd is our new Great Discovery Picture Menu that shows popular meals from a variety of new restaurants.
3rd is on top, our Rewards Button, that will provide users with information about their points.
All 3 of these features are aimed to increase user engagement and retention, which will improve our restaurant acquisition.
Let’s see what happens when we click on the New Filter Button
Now, only New For You restaurants are available. This is attractive to customers, like Rachel, who love quickly discovering new cuisines.
Or users can choose a popular meal on the top of their page.
These meals will be personalized for each user based on an algorithm that takes their order preferences into account.
This Picture Menu allows users, like William, to quickly and securely order meals.
Users can add basic items to their order if they want, or they can go back and see the full menu.
Well, we’re not going to order food now, so let’s instead check out the rewards page.
Here is the rewards page. Users can see their points and track their progress.
To better understand how these features will impact our business, we did a SWOT analysis
Our biggest strength is that we are currently have the largest online restaurant network. This ensures that users will have lots of options when they look for “new” restaurants. Another strength is our track record - 47% user growth and 41% restaurant growth shows that we are clearly ramping up our customer base.
One weakness is that these features don’t necessarily increase revenue, since we are just redistributing orders between current restaurants. But, these features will encourage restaurant acquisition, which can improve our bottom line since that attracts more customers.
Also, our loyalty program will hurt our margins, but this problem should be alleviated by the fact that restaurants will have to pay a higher commission rate to be feature in our “Great Discoveries” picture menu.
All of these new features give GrubHub an opportunity to increase engagement, acquisition, and retention
One major threat is that in limited markets, where variety may be low, discoverability will be difficult.
We’ve determined that the benefits outweigh the costs for all 3 features. Now let’s look at the timeline.
While the Filter Button will have a low impact, it will be relatively easy to implement, so we will do it first.
The Great Discoveries picture menu will have a higher impact, but will take longer to implement, so we will focus on that second.
And lastly, the rewards program will have the largest impact, but it relies on several moving pieces, so it will be the hardest to implement, so we will focus on that at the end.
To begin the process, we need to first start by building “buy-in” through stakeholder meetings.
We are currently here, at one of our Stakeholder Meetings, meeting with executives, to explain how restaurant discovery impacts engagement, acquisition, and retention. Let’s look at the other stakeholders in this process.
We will need to persuade our executives (you guys) and our restaurant partners that this will benefit both our business, and theirs.
Then we will need to manage our sales and marketing team to make sure they start reaching out to restaurants about the picture menu.
We will need to monitor our UX, Development, and Operation teams to ensure everything is moving on track
And we will need to inform our users of the changes to expect!
Here is our timeline
By August next year, all 3 features should be in place.
Let’s finish by looking at the impact this will make on our bottom line.
Here we have the year end numbers for the last 2 years. If growth rates continue at this rate, here are the Project 2015 numbers. With out new features, we will attract more restaurants, which will increase our Diners, and Thus Food Sales. Implementing these features will increase our costs in Sales and Marketing and Development and Operations, finally Resulting in a slightly higher Net Income, with even more potential in the years to come.
Thank you for your time. Please let us know if you have any questions. If you want to get in touch with us later, our contact information is here.
