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Chapter 1: What is the main topic discussed in this episode?
Hello and welcome to the Growth Workshop podcast. In this podcast, we'll be sharing insights and hearing from other industry leaders to get their thoughts and perspectives on what growth looks like in modern business. You're listening to part two of our conversation.
Before we get on to more questions, I think you're going on, I just, for the audience, I just want to give a concept and then get a bit deeper on Deliveroo if we can, because if we use that as an anchor for some of these conversations.
And it's important to think about you, Matt, as an individual, that how are you going to apply these tools and frameworks that you've learned in the organizations moving forward? But just give a concept of delivery. How many countries are you in? So delivery is currently in nine countries. Okay. And when you think about that, what is the concept? How big, how much revenue? You know, just what?
Yeah, absolutely. So Deliveroo, you know, currently generates over 2 billion in terms of total transactions. And so what that means is the collection of the menu item cost and then the fees that our platform charges. So as a customer, you might pay 15 pounds for your pizza and then you might pay some fees for us to deliver it to you as well.
And riders? Have I got the right term?
Correct.
Riders. Did you say how many? Sorry. I didn't say how many.
That's a good question.
Sorry, that's an unfair question. Thousands. Thousands. Tens of thousands. Yeah, good answer. Good answer. I don't think it was the scale, right? I thought you were going to start asking, can you name them individually?
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Chapter 2: How does Deliveroo operate in multiple countries?
To do some go-to-market market transformation. So if we describe what go-to-market transformation looks and looks like at Deliveroo, how does it function day in, day out?
Okay. So what we do is we take, we've already talked about the t-shirt sizing. And as a reminder, that's about the size of the change and the number of people that are required to be told about the change. But what we do first is we basically have a big input funnel.
So we have a request form effectively, which allows all subject matter experts across the business, whether they're on the rider side, the consumer side, the product marketing side. To tell us what are they going to launch when. And we look at the six month horizon and we look at the next three month horizon. So we take all of that in and we overlay our t-shirt sizing framework to that.
And then what that gives us is a big list of a lot of things that are likely to change and what are going to come.
And just give us an example. I know you've gone into cover.
Give us some tips. So for example, we've got, you know, it's a product called rider check-in. So this is when a rider goes into a restaurant and they have to physically say, I am here at the restaurant.
And what that does is it gives us a really strong signal that they have arrived when they said they were going to arrive, when we thought they were going to arrive, and when we told the restaurant that they were going to arrive. And so we use that data to basically make sure that we're the journey time from the restaurant to the customer.
Stupid question time. Why? Why do that? Because I get it, but what's the so what to that?
The so what is when you're at home and you order your pizza and we tell you it's going to come in 20 minutes, it comes in 20 minutes. So customer loyalty. It's a customer experience which drives repeat purchase, which drives retention.
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Chapter 3: What strategies does Deliveroo use for go-to-market transformation?
And I think that's my experience of being in the frontline role. I felt this acutely, right? And I think we've all felt that. You're looking after an account or a set of accounts and you get something from central and it's just not going to land. You know it's not going to land, so you go and change it. And before you know it, everyone's created their own thing.
So it's a really, really hard problem to solve. The way that we think about that is what's the core narrative that everyone needs to understand. Start with that before everything else. Work really closely with the product manager or product SME or whoever's owning the thing that we're changing.
and make sure that we're really really clear up front about what the narrative is and i think you can use this in any situation actually if you've got a team and you're trying to help them to refine their pitch everybody should say the same core 30 second three minute 30 minute pitch that's how i was kind of taught if you like and that's something that i always always always stick with
So we start with the narrative and then through a combination of structured interactions with the different markets, champion sessions, feedback, we kind of get under the skin of what's happening in those markets. How is this going to land? How relevant is it? Do you have anything else that's going on that's going to influence it?
And typically, I think like most things, 70% of it is the same and 30% requires a bit of change, a bit of nuance. Yeah. And that's typically how we've approached things. And again, it's been a lot of trial and error.
Yeah, I love that core narrative piece. It's missed in so many places, but just describe what that is. I think I know. I'd love you just to paint a bit more color in that.
Yeah, sure. So in simple terms, that's really saying, what is it that we are talking about here? What is the thing? What's in it for the end user? And why should they care?
It's pure change management. It really is. It's like, you know, this is the North Star in any environment. So we need to change this because, and this is the whiff in what's in it for you. And how many organizations forget that when they're doing change in go-to-market motions? Just too many, I think.
I think when you look at the other, when I said about regional nuances, I think the part that you forget is that people in different areas. So if you want to get that adoption, you have to make it feel like it's being done for them. And I know a lot of organizations will use very typical frameworks. Again, you say like the 70-30, 70 is going to stay the same, 30 we're going to change.
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Chapter 4: What is the significance of Rider Check-in at Deliveroo?
So AI made that really, really simple, a series of prompts, some frameworks that we have that we've developed. Those go into it and make sure that every piece of content we're creating looks and feels the same. We also have started to use AI in terms of kind of coaching. So following off the back of in-person training courses, using tools to help people practice their skills, basically.
Is that like AI coaching? Yes, that's right. Yeah. And how's that been adopted with...
Um, it's been, it's been okay. I mean, I think the, uh, you know, as I, if I go back to my, my time as an individual, you know, account person, um, I think the reality is that lots of people are using lots of tools themselves to adapt what's given to them. And that's a really hard problem to solve.
And I think there's good cause it's creativity, but also it does mean in central roles where you're trying to create consistent narrative. Yeah. That's hard. That's the wild west. And it's difficult for us to, I hate to use the word control, but effectively it's difficult to have oversight of what's happening. So we try and use it in those scenarios where there's trading.
I think it's had mixed responses. Some people really like the fact that they have to, for example, upload a video and get it rated. Other people really, really don't like that. And we have found that if we don't tell people up front that that's happening, we get a huge drop off.
from the training because all of a sudden it feels very scary so whilst ai might be cool the thing that they're being asked to do is record themselves and they don't like that yeah so that's again about good communication up front which which we have we we missed a few times
That's a really good lesson learned as well, isn't it? Just hearing things. Again, going back to the simple things, that communication is part of any rollout. Something so simple can cause really big pushback. Yeah, absolutely. That's the end of part two. Join us again for part three. For more insights, make sure you subscribe. And if you enjoyed the journey, don't forget to leave us a review.
Your feedback fuels our growth. Until next time, keep up that forward-thinking mindset. Goodbye.
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