Subject category:
Strategy and General Management
Published by:
Amity Research Centers
Length: 6 pages
Data source: Published sources
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Abstract
The London-headquartered Deliveroo was co-founded by William Shu along with Greg Orlowski in 2013 with a personal mission to bring the best local restaurants direct to people's doors in London. Overcoming the initial hurdles, Deliveroo took advantage of the technology, logistics and riders, spread its operations across globe in 60 cities by 2016. However, Deliveroo struggled to find ways to maintain its growth momentum, extend its reach (in view of spiraling advertising and marketing costs) and stay cost-effective, besides competition, regulatory scrutiny, and disastrous stock trading since its IPO debut in 2021. To utilise food delivery app's untapped inventory potential (in-app advertising), Deliveroo allowed its restaurant brands to reach the audiences with relevant offers in 2022 and quicky decided to expand the offering to FMCG, CPG and entertainment brands. Following the success of its ad platform, in 2023, Deliveroo decided to scale to allow brands to engage customers across multiple channels at the points of purchase. However, market watchers noted that the ad platform provided unique ability to engage consumers but raised concerns over common standards and agreed-upon measurement protocols and wondered whether Deliveroo would be able to stand out from the competition and return to the path of profitability.
Teaching and learning
This item is suitable for undergraduate, postgraduate and executive education courses.Time period
The events covered by this case took place in 2023.Geographical setting
Region:
World/global
Featured company
Deliveroo
Type:
Public company
Industry:
Delivery App
About
Abstract
The London-headquartered Deliveroo was co-founded by William Shu along with Greg Orlowski in 2013 with a personal mission to bring the best local restaurants direct to people's doors in London. Overcoming the initial hurdles, Deliveroo took advantage of the technology, logistics and riders, spread its operations across globe in 60 cities by 2016. However, Deliveroo struggled to find ways to maintain its growth momentum, extend its reach (in view of spiraling advertising and marketing costs) and stay cost-effective, besides competition, regulatory scrutiny, and disastrous stock trading since its IPO debut in 2021. To utilise food delivery app's untapped inventory potential (in-app advertising), Deliveroo allowed its restaurant brands to reach the audiences with relevant offers in 2022 and quicky decided to expand the offering to FMCG, CPG and entertainment brands. Following the success of its ad platform, in 2023, Deliveroo decided to scale to allow brands to engage customers across multiple channels at the points of purchase. However, market watchers noted that the ad platform provided unique ability to engage consumers but raised concerns over common standards and agreed-upon measurement protocols and wondered whether Deliveroo would be able to stand out from the competition and return to the path of profitability.
Teaching and learning
This item is suitable for undergraduate, postgraduate and executive education courses.Settings
Time period
The events covered by this case took place in 2023.Geographical setting
Region:
World/global
Featured company
Deliveroo
Type:
Public company
Industry:
Delivery App