{"id":3200,"date":"2017-02-02T13:34:55","date_gmt":"2017-02-02T18:34:55","guid":{"rendered":"https:\/\/digital.hbs.edu\/platform-digit\/submission\/digital-winners-in-food-delivery-industry\/"},"modified":"2017-02-02T13:36:44","modified_gmt":"2017-02-02T18:36:44","slug":"digital-winner-in-food-delivery-industry","status":"publish","type":"hck-submission","link":"https:\/\/d3.harvard.edu\/platform-digit\/submission\/digital-winner-in-food-delivery-industry\/","title":{"rendered":"Digital Winner in Food Delivery Industry"},"content":{"rendered":"

\"\"<\/p>\n

 <\/p>\n

Food Delivery Startup<\/strong><\/em><\/p>\n

In 2014 November, \u2018Woowa Brothers\u2019 attracted $36 million investment from Goldman Sachs. Woowa Brothers is a startup located in Seoul, Korea, which operates popular Korean food delivery application, \u2018Baedalui Minjok\u2019. Since its inception in 2010, \u2018Baedalui Minjok\u2019, which means \u201cDelivery Nation\u201d, has been a leader in O2O(online to offline) food delivery market in Korea. Accumulated number of downloads of this application is over 20 million and it has more than 150,000 restaurants registered on the platform and its monthly order transaction is 5 million and the monthly turnover is $80 million.<\/p>\n

Value Creation<\/strong><\/em><\/p>\n

The market size of food delivery industry in Korea is estimated to $9-10 billion. Previously, customers were heavily relied on food delivery flyers. Customers looked to flyers and called restaurants to make delivery orders. Baedalui Minjok is rapidly replacing food delivery flyer market. From the point of view of restaurants, they used to pay $500 per month for flyers, which they weren\u2019t able to know effectiveness such as ROI. However, restaurants which adopt food delivery apps are now able to see their ROI and pay fees according to their actual sales volume. Also,\u00a0it launched \u2018direct payment\u2019 in order to provide customers with easy, one-click payment method in 2012.\u00a0To provide more various payment methods, it cooperated with \u2018OK Cashbag\u2019, Korea\u2019s largest integrated loyalty program. This program has more than 37 million members and customers use its points like cash.(1 point = 1 Korean Won) In 2014, Woowa Brothers also added \u2018Culture voucher\u2019 as an additional payment method, which is extensively used by children and students.<\/p>\n

Value Capture<\/strong><\/em><\/p>\n

Its business model was to link restaurants with customers and it charged 13.4% fee of transaction amount to a restaurant. Another revenue stream comes from its direct payment.\u00a0Followed by the introduction of direct payment, Woowa Brothers\u2019 transaction fee revenue was increased by 7 times.<\/p>\n

Its Operating Model<\/strong><\/em><\/p>\n

The operating model of Woowa Brothers was tightly focused on connecting restauranteurs, most of whom are small owner-operators, with customers and well-aligned with its business model. The company first started with developing a mobile application, Baedalui Minjok with several developers. Then, it began to hire salespeople to contact and build relationships with restaurants, build a PR and a marketing team to publicize and promote its service. As it grew, Woowa Brothers intensified its corporate strategy organization to cope with other two big competitors. The company has been building and growing its organization, improving and consolidating its operating model by aligning itself with its business model and aspiration.<\/p>\n

To pull away itself from two biggest competitors, Baedal-tong and Yogiyo, Woowa Brothers started nation-wide TV commercials and ads in 2014. Even though the company was still relatively small and financially constrained, it aggressively got through its budget and spent on advertising. It hired a hotshot movie star and aired movie-like commercials. (https:\/\/www.youtube.com\/watch?v=3fmRVvo8UR0&list=PLgSkoTs-Wq6Clou3QSZ_hTkJlSbtGxauI&index=10<\/a>) These commercials made big hits and helped Baedalui Minjok consolidate its market leadership.<\/p>\n

\"\"\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\"\"\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0\"\"<\/p>\n

It deliberately applies its kitsch look-and-feel design to its application, in order to resonate with its core target \u2013 single households.<\/em><\/p>\n

In 2015, Brothers decided to abolish its charge for direct payment. Many people questioned its profitability and sustainability without revenue stream from transaction fees. However, after it abolished the fee, the number of new registered restaurants was increased by 13.4% within two weeks. Now the company is aiming to grow its user base, rather than revenue growth. Also, it has been consolidating its core business through vertical integration of related business by acquiring companies and launching new businesses. It acquired a delivery company, fresh food company, and meal ticket company with the fund from various investors including Goldman Sachs.<\/p>\n

Obviously, it aims beyond food delivery service and is becoming an O2O platform that links off-line businesses with online businesses and customers.<\/p>\n

 <\/p>\n

 <\/p>\n

Source 1. company homepage \u00a0<http:\/\/www.woowahan.com\/><\/p>\n

2. Money Times <http:\/\/osen.mt.co.kr\/article\/G1110086843><\/p>\n

3. ZDNet <http:\/\/www.zdnet.co.kr\/news\/news_view.asp?artice_id=20150225095749><\/p>\n

4. Hankyung News <http:\/\/www.hankyung.com\/news\/app\/newsview.php?aid=2015072033971><\/p>\n

5. Consumer Times <http:\/\/www.cstimes.com\/news\/articleView.html?idxno=185280><\/p>\n

6. News Tomato <http:\/\/www.newstomato.com\/ReadNews.aspx?no=605705><\/p>\n

7. Digital Times <http:\/\/www.dt.co.kr\/contents.html?article_no=2015112602101531746001><\/p>\n

8. YouTube\u00a0https:\/\/www.youtube.com\/results?search_query=%EB%B0%B0%EB%8B%AC%EC%9D%98+%EB%AF%BC%EC%A1%B1&spfreload=1<\/p>\n

 <\/p>\n

#digitalwinner #fooddelivery #o2o<\/p>\n","protected":false},"excerpt":{"rendered":"

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