InterFuels’ Post

Dear🙏🏽Lord, Why are there so many fees?⁠ ⁠ *And there are way more than four btw...⁠ ⁠ There are very few areas in proposal and contracting that we can negotiate, and fees, in all their varietals, are not often one of those areas. ⁠ ⁠ I mean, have you seen the 4 line-item fees on an Instacart receipt?? ⁠ ⁠ Or that $15 Uber Eats meal that totals $43.71 by the time it hits your doorstep? ⁠I'm going to eat that meal slowwwwly!⁠ ⁠ 🧾Fees, as annoying as they may be, are the cost of doing business, the reality of hosting events. And they can hit you before or after the event, which ugh, who wants that?!⁠ ⁠ 💡Being prepared and informed before signing on the dotted line, with estimating, budgeting and a clear income & marketing strategy is the prerequisite to reluctantly welcoming those pesky fees because you are…prepared! ⁠ ⁠ - - #EventStrategy #EventStrategist #CorporateEventPlanner #OnetouchEvents #BusinessOfEvents #DestinationEventPlanner #eventplanning #eventplanners #eventmanagement #meetingplanner #retreatplanner #EventEducation #BeInformed #NoBoringMeetings

The new collaboration between Screwfix and Deliveroo is a game-changer, making it even easier for businesses to get what they need, precisely when they need it. Kudos to Screwfix and Deliveroo for this innovative alliance – a powerful support for all hardworking professionals out there! 👷♂️🚀 #Screwfix #Deliveroo #OnTheTools #businesspartnership

Deliveroo PLC (LSE:ROO) lost on potential orders in the UK and Ireland for the third consecutive quarter, with rival Just Eat Takeaway.com NV (LSE:JET, NASDAQ:GRUB) believed to have grown its share of the market. Analysts at Shore Capital believe the #takeaway company lost order share in its fourth quarter in both the UK&I, the group’s key region, and throughout the rest of its global operations. The London-listed business reported quarter-on-quarter order growth of 5% globally in its last quarter of the financial year. However, #JustEat, which reported its results on Thursday, saw order growth of 7%, which experts at the UK broker say “indicates further order share loss” for #Deliveroo. Shore Capital added: “We believe what appears to be further sequential order share losses (three consecutive quarters on our count) to Just Eat in ROO’s key UK&I region.” More at #Proactive #ProactiveInvestors http://ow.ly/RecC1059Iiu #LSE #ROO

🧛♂️ Deliveroo embraces its villain era as it shows off its new loyalty offering with a vampire-inspired hero spot which showcases the immortal power of Deliveroo. "It’s been amazing to go on the journey with Deliveroo and see it grow from a food delivery business to a whatever-you-need-for your-life business. This new work shows the kind of life partner that Deliveroo is capable of being" - Dan Watts, Pablo Watch it here 📽 https://lnkd.in/efV3Cqab #marketing #advertising

Xhamela Gcina Consulting is the link to your business's success ✨

💔 No love lost: The Valentine's delivery rider ‘strike’ explained. 💔 Tomorrow sees a collective walkout from delivery riders, which will impact the Valentine's trade. Here's my understanding of the situation: Delivery riders have felt that what they earn has been increasingly squeezed. There was an attempt to enforce union engagement and therefore collective bargaining, which Deliveroo resisted and was ultimately rejected by the supreme court late last year. But, given the ruling reinforced that the riders are not employed and independent, it also removed any traditional process for a formal strike. A group of riders used social media to get organised and collectively don’t take any jobs for a period a couple of weeks ago. This went mostly unreported, I discovered it when trying to make an order and seeing sites offline, or huge waiting times. But, that movement has now seriously escalated. Tomorrow has progressed from initially some London boroughs, to all of London and Brighton, to now UK wide and multi-platform wide. And of course, who are the real casualties in another dispute?: hospitality. What I take from this: This shows the challenges of ‘big tech’ ultimately centralising power. There’s plenty of this in the more traditional tech circles at the moment (I’d recommend the Hardfork podcast if you want to hear more), and we saw it for D2C brands when the iOS 14 update seriously disrupted plenty of models. This is the first time we’ve really seen it cross into hospitality. It’s a reminder there’s two sides to every marketplace model, and if you're seen to neglect one, both will suffer. Wherever we can, ordering direct is always best for local hospitality Finally, if it was ever a doubt- It’s never a bad thing to tip a rider. The BBC quotes rider fees are between £2.80 and £3.15 a job. That extra £/£1.50 tip is a significant difference. It’s a fascinating example of the modern labour market and the power dynamics in the gig economy. As ever, I just wish hospitality wasn’t caught in the crossfire.

🎉 I'm super excited to share that last week marked my Rooversary - I've been with Deliveroo for 1 year! 🎉 As a Strategy & Commercial Manager, my journey here has been incredibly fulfilling. I’ve learnt so much, driven growth in our region and beyond, and truly enjoyed every moment. 📈🌟 Transitioning from finance to Deliveroo was a big leap, but I haven't looked back. I absolutely love my role, am deeply passionate about the industry, and thrive on solving crucial problems to help our business grow and provide the best for our restaurants and customers. 🍽️💼 Here are 3 things I’ve learnt in the past year: 1. The Value of a Great Manager and Team: Having an exceptional manager and a supportive team makes all the difference. I'm fortunate to work with the best - a team that supports each other and strives for excellence. Together, we've grown the Midlands, leveraging our unique skill sets for outstanding results. 🌟👥 2. Learning by Doing: Entering a new and complex industry was daunting with its steep learning curve. I realised that the best way to understand and navigate this landscape is to dive in headfirst, explore issues thoroughly, and collaborate with others to find solutions. This hands-on approach has been invaluable. 🔍💪 3. Field Experience is Key: Spending time in the field has been the fastest way to learn about our company and business model. Interacting with restaurants and understanding the marketplace has allowed me to contextualise data and make informed decisions. I’m now obsessed with discovering new restaurants and promoting Deliveroo whenever possible (sorry to my friends and family!). 🚴🍕 Here are 3 highlights of my year at Deliveroo: 1. Leading a National Campaign in the North: I’ve had the chance to take ownership of a national campaign, working with cross-functional teams to drive growth. This included strategising, developing a roadmap, and tracking progress to ensure success. 🌍🚀 2. Creating a City Plan for the Midlands: Utilising data and my finance background, I developed a robust plan to grow our presence in key cities in the Midlands. Using my financial background, I pulled data together that focused on market share opportunities and key demographics to drive key actions, and we are already seeing solid progress. 📊🏙️ 3. Leading Our Team: I’ve closely worked with our account managers to grow top accounts and develop strategic deals. I also collaborated with Business Development managers to sign the best brands. Whilst my manager has been away, I co-managed the team and owned our budgets, gaining valuable insight into big-picture thinking and detailed execution. 🏆🤝 It's been an awesome year at Deliveroo. Huge thanks to my manager Rowland Carter for his guidance and support, and to our amazing Midlands team. I’d like to thank our wider North/cross functional teams I’ve worked with too. I’ve learnt a lot from everyone, thank you all so much. I look forward to what the future has in store!

We have been working hard on launching our first customers and have been fully focused on ensuring that launches go smoothly in facilities. Earlier this week I turned to my old team at Deliveroo for some advice on best practices (given their experience launching 100s, if not 1000s, of sites on Deliveroo)... I have summarised a few of the key tips here: 1. Frequent & open communication - Communicating the benefits of the new system and the "Why." Having a daily standup or standdown where users can report any issues they are having with the system. 2. Metrics & target setting - Setting clear KPIs and reporting frequently on performance vs. these. 3. Dedicated resources - Preparing resources to answer any questions with implementation and making sure that internal champions are trained well. Thanks for your help Megan Atkins, Constanze Baumgart, & Clare Miller! Keen to hear any other best practice tips for site launches... please share.

You wouldn’t say no to 16% revenue growth, right? How about a 148% increase in search impressions? All you need is 30 minutes and Christian Hustle will reveal how KFC UK & Ireland and F45 Training managed to do just that! So, there’s just one thing for it… July 30. 30 minutes. Clear you diary: 👉 https://lnkd.in/eYCjcsX4 #localmarketing #marketingwebinar

‘Shutting the stable door after the horses have bolted’ is the phrase that springs to mind when reading the news in today’s (Thursday) Financial Times that investors are scrutinising the business models of online food delivery start-ups on account of the fact that market leaders DoorDash, Deliveroo, Delivery Hero and Just Eat Takeaway.com, have accumulated losses of $20bn since their respective IPOs. Only now investors are scrutinising their business models? For goodness’ sake, how many times have I said that you cannot make money delivering small-ticket items ‘on demand’? The numbers just do not add up. Take Deliveroo, for example. Last year, Deliveroo made an operating loss of £43.7m on worldwide revenues of £2.03bn. Its average order size was £24.33 on which it made an average gross profit of £2.50 (i.e. the mark-up it charges the outlets it delivers from). This is barely a 10% gross margin. Out of this £2.50, Deliveroo spent 64p on Sales & Marketing, £1.05 on Staff Costs, and a further 96p covering other ‘Admin’ expenses, making £2.65 in all. Deliveroo lost 15p of operating profit on every order. Clearly ‘faster growth’ is not the answer – that would just lose Deliveroo more money. Charge outlets more? That would surely have to be passed on to consumers – a tough call in the current economy. Reduce costs? How close to the bone can they slice? As I implied in my commentary on failed used-car merchant Cazoo last week, investors could have and should have sniff-tested the viability of the on-demand delivery company business models before dishing out the dosh. Because growth is not a strategy! #ondemanddelivery