3RD MISSION

Tazz Riders
Team 5

ANDI PAUN SIMONA LEASA ANA SELARU DANIEL TOADER

PHP Developer Business Analyst Internal Communication Technical Team Lead
Riders onboarding and training
platform for Tazz

3RD MISSION 3
Agenda

1. Market Analysis
2. As is Analysis
3. Solution
4. Implementation
5. Conclusions

3RD MISSION 4
SURVEY
By a show of hands

3RD MISSION 5
 Clients survey
SURVEY RESULTS Delivery Problems
50 respondents The rider was unprofessional
40% 58% 41.7 44.4 13.9

Delivery was delayed

2.8 2.8 63.9 22.2 8.3

Order was not delivered

95.2% Use food delivery apps 63.9 25.0 11.1

Age Intervals Order marked as closed before it was delivered

58.3 22.2 11.1 5.6 2.8
32% 52% 14%
18-24 y 25-34 y 35-44 y Product(s) were missing from order
Orders per week 5.6 19.4 69.4 5.6

29% 33.30% 29.20% Product(s) arrived cold

<1 1-2 3-4 8.3 5.6 63.9 22.2

42.5% Spend 20-100€ / week Product(s) were not transported properly

2.8 33.3 58.3 5.6

72.5% Had problems with delivery

Never Almost never Sometimes Almost always Always

3RD MISSION 6
MARKET ANALYSIS
International and local context, evolution and trends

3RD MISSION 7
 Target Groups

Likeliness to work in gig economy Activity distribution

38% 18-34 years

28%
Primary activity
25% 35-54 years

11% 55+ years

72%
Complementary activity

3RD MISSION 8
Couriers activity
Student & part-time-courier 34%

Full-time courier 28%

Full-time employee somewhere else & part-time courier 18%

Otherwise self-employed & part-time courier 11%

Multiple part-time jobs 5%

Other responsibilities & part-time courier 2%

Retired & part-time courier 1%

3RD MISSION 9
 Reasons to work as a rider

Flexible working hours 67% Immediate source of income 27%

Combining studies with part-time job 48% Getting to see and know a local area 25%

Working where I want 34% Topping up another source of income 18%

Outside and active work 31% Combining work with caring for family 18%

3RD MISSION 10
 Transportation-Based Services Sector

Globally Europe Romania

The greatest share of GV –57.8%, or $117B. By 2023, The sector reached €14 billion in 2020 The main players in food delivery
similar to today’s composition, 58.1% of Global GV, or (+4.6B/year since 2016) services are Tazz, Glovo and BoltFood
$264B,

3RD MISSION 11
 Romania
Hiring process

Estimated time for hiring 1 day 2 days 3-4 days

No. of steps in hiring 4 steps all for individuals 3 steps all for individuals 1 step for individuals
process they need to contact a fleet they need to contact a fleet they are contacted by the fleet
Registration Online Online Online
Details for contract Online Online Offline
Required documents ID card. (+18 years) ID card. (+18 years) A smartphone.
A smartphone. A smartphone. A vehicle to deliver: car, bicycle,
A vehicle to deliver: car, bicycle, A vehicle to deliver: car, bicycle, scooter.
scooter. scooter.
Training Video training before contract Infographic training before Video training
contract
Benefits Motivating salary Flexible Program Flexible Program
Flexible Program Performance bonuses Weekly payment
Weekly payment Weekly payment Performance bonuses
Weekly bonuses Discounts for vehicle maintenance
Trainings

3RD MISSION 12
 Riders survey
40% SURVEY RESULTS 60%
40 respondents 52.2% Did not have any kind of training 47.5% Had some kind of training

Would have a training been helpful? 5.30%

76.20% 23.80%
In person
Yes No 57.90% Online Course
Age Intervals Training topics 31.60% Online Video
20% 40% 28%
Order flow Online Instructions
18 - 24 y 25 - 34 y 35 - 44 y
12.5 6.3 37.5 12.5 31.3
Hours worked per week 5.30%
35% 40% 25% Income
5.30%
0 - 24 h 25 - 40h 40+ h 18.8 18.8 50.0 12.5 5.30%
26.30%
65% Contract signed in 1-4 days Scheduling 1
43.8 18.8 37.5 2
85% First order in under 2 days 3 Usefulness
Rating 4 of training
70% Got equipment in under 2 days 6.3 25.0 68.8
5

42.5% Would take part in events 1 2 3 4 5 26.30% 36.80%

3RD MISSION 13
AS IS ANALYSIS
Current status

3RD MISSION 14
 Goal:
Tazz = main food delivery service in Romania

3RD MISSION
Tazz

Number of Couriers

Rider performance Issues

3RD MISSION 16
Number of couriers

personnel shortage in some specific

time intervals

transforming part-time couriers into

full-time couriers

3RD MISSION 17
Rider performance

15%
25%

Rider
20% score
explained
No show
Peak hours
25%
Orders delivered
15%
Refusal percentage
Customer rating

3RD MISSION 18
Issues

Surge multiplier Vouchers

SURGE MULTIPLIERS VOUCHERS

Surge multiplier: 1.51 44,243€ / month
Cost of 0.92€ / order Internal fleet ~444,000€/month

3RD MISSION 19
Onboarding

Equipment
Marketing
Campaign
Courier Contract Video Ready To
Fleet Training Deliver

Lead

3RD MISSION 20
Internal vs external fleet
Internal fleet Item External fleet
200 Number of riders 9.800
1 day Lead contact time 4 days
7 days Average onboarding period 14 days
95% Performant riders (score 4.0+) 15.5%
5% Churn rate 25.5%
Tazz only Delivers for Tazz, Glovo, BoltFood
0.43€ Average cost per order 0.33€
5% Vouchers % (orders with problems) 95%
Yes Dedicated management No
Constant Feedback loop As scheduled
Continuous on different topics Training Just initial
Internal fleet Item External fleet

3RD MISSION 21
SOLUTION
Arguments, Cost, Benefits, Risks, KPIs

3RD MISSION 22
 Riders all in one
onboarding platform

3RD MISSION 23
5 Components

Recruitment Training Equipment Analytics Community

3RD MISSION 24
Recruitment
Issues / Opportunities in the “AS IS” process:
• Low lead contact rate;
• Duration from filling form to signing contract is too long;
• Lead allocation is labor intensive and difficult to track;
• Unable to judge the quality/future productivity of a lead;
• Unable to track the lead journey;
• Unable to track the recruitment activity of fleets.

These issues result in: low conversion rate, lack of data in order to make
decisions and lack of control over fleet activity.

3RD MISSION 25
Guided application process

What type of transportation

will you be using?

Car Bicycle

OR
Scooter Other

Previous Next

3RD MISSION 26
Leads

Tazz riders
platform

Fleets

3RD MISSION 27
Hot and cold leads
Leads with a quality rating
of `Excellent` if the
capacity is close to being
met.
Hot Leads
If lead capacity is
met or almost met

Tazz riders
platform

Leads with a quality

rating lower than
`Excellent` (e.g. `Great`
or `Good`) or all Leads if
capacity is filled.
Cold Leads

3RD MISSION 28
Fleet view of the leads

Name Email Status Time left Contact

Daniel Toader daniel.t@tazz.ro New lead 02:33:12

Ana Selaru ana.s@tazz.ro New lead 10:12:49

Simona Leasa simona.l@tazz.ro Hired -

Paun Andi andi.p@tazz.ro Contacted -

3RD MISSION 29
Training
Issues / Opportunities in the “AS IS” process:
• Training can be completely ignored by skipping the video;
• No clear information regarding payments;
• No possibility of experiencing the xDelivery app before first delivery;
• Not able to evaluate the rider's knowledge;
• Not able to provide additional trainings beyond the initial videos.

These issues result in: high churn rate because riders give up either from not
understanding the app or by not realizing how much they get paid and low rider
performance which in turn causes low customer satisfaction.

3RD MISSION 30
 Interactive Randomly Hands on Recurrent
training generated quiz training training

3RD MISSION 31
3RD MISSION 32
 Simulated order Recurrent trainings

3RD MISSION 33
Equipment
Issues / Opportunities in the “AS IS” process:
• When missing Tazz equipment fleets offer equipment from competitors;
• Riders have to wait too much for their equipment to arrive;
• Ordering of equipment is done by the fleet having to call/email Tazz.

These issues result in: low brand visibility by not having riders wear Tazz
colors, inactive time for riders and unnecessary manual labor for processing
orders.

3RD MISSION 34
 All geared up!
Please select the equipment you want to
purchase for Simona: Fleet owners will now be
Should purchase Measurement
able to order equipment
Rider bag no - for their riders the second
Name EmailT-Shirt Status Time left Contact
yes S
they click the “Hired”
daniel.t@tazz.
button.
Hat yes OSFA
Daniel Toader New lead 02:33:12
ro
Generate PO Cancel PO
Ana Selaru ana.s@tazz.ro New lead 10:12:49
simona.l@tazz
Simona Leasa Hired -
.ro
andi.p@tazz.r
Paun Andi Contacted -
o

3RD MISSION 35
Analytics
Issues / Opportunities in the “AS IS” process:
• No centralized records of lead information;
• No way of getting reliable statistics of the recruiting/onboarding process;
• No way of measuring riders satisfaction;
• No set KPI’s for the activity of fleets.

These issues result in: difficulty in project making because of lack of data and
difficulty in spotting trends regarding both fleets and individual riders.

3RD MISSION 36
 Fleet dashboard Tazz dashboard

LEADS LEADS NOT HIRED Fleet name City

Nr. of leads Nr. of leads not Nr. of leads not
Score
hired hired contacted
Hired Not hired Contacted Not contancted
Fleet1 Bucharest 186 13 5 73%

Fleet2 Iasi 34 0 0 98%

20 5 Fleet3 Timisoara 22 1 1 94%

Fleet4 Timisoara 41 3 1 86%

80 15
Lead conversion
100
90
RIDERS 80
70
60
13 4
50
17 40
High performant
30
Performant
20
Avg performant
10
Low performant
0
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
56 Total leads Contacted leads Converted leads

3RD MISSION 37
Community
Issues / Opportunities in the “AS IS” process:
• No central hub to which riders can see the latest news/events;
• No way for riders to connect with each other and form communities.

These issues result in: low brand attachment from riders.

3RD MISSION 38
 Build on the Tazz Rider brand!

A community website in which

riders can:
• Share their personal stories;
• Participate in events with other riders;
• See the latest news in the rider world;
• Find the necessary answers to their
questions.

3RD MISSION 39
Costs & Benefits

3RD MISSION 40
Savings over the next 3FY
Internal Fleet
Having partners with more
performant riders gives us the
opportunity to decrease the
use of our internal fleet.
70.29% cost decrease
6,967,935€ in savings
%saved out of Total Delivery Expenses = 6.44%
3RD MISSION
Surge multiplier
Reduced churn rate helps cover
intervals during peak hours,
making us able to reduce the
avg. multiplier from 1.51 to
1.47.
5.78% cost decrease
2,032,175€ in savings
8,885,135€ in savings
Vouchers
Better trained riders means a
better delivery experience for
the end client, thus reducing
the amount of vouchers needed
to be sent.
36.89% cost decrease
300,443€ in savings
41
Lead Conversion - before

1000 Leads

1 2 3

200 riders 150 riders 25 riders 10 riders

20% conversion rate -25% churn rate 17% performant riders with a score 7% performant riders
over 4.0 with a score over 4.25

3RD MISSION 42
Lead Conversion - after

01
With the new platform we can recover leads
and increase the conversion rate from 20% to
35%
Conversion

02
With the increase in filtering and training the
hired riders, we can reduce the churn rate
from 25% to 20%
Retention

03
With the training, we can increase the riders
with score over 4.0 from 17% to 25%
with score over 4.25 from 7% to 12%
Performance

3RD MISSION 43
Lead Conversion - after

1000 Leads

1 2 3 4 5 6

1000 called 500 offers 350 riders 332 riders 280 riders 70 riders 34 riders
100% contacted 50% offered a 35% conversion -5% drop out after -20% churn rate 25% performant 12% performant
contract rate 1-2 weeks riders with a riders with a score
score over 4.0 over 4.25

3RD MISSION 44
KPI
Recruitment
Increase lead conversion by 15%
Lead contact rate minimum 95% at least 30s for fleets
Training
Increase performant riders by 8%
Decrease churn rate by 4%
Equipment
Pick-up time between lead hire and equipment delivery
Analytics
History KPIs: work-time, performance, retention, complaints
Community
Decrease churn rate by 1%
Monitor & increase brand attachment

3RD MISSION 45
Costs over the next 3FY
Development costs of 395,000€ for the platform and the
integration of external services.

Extra salaries costs of 112,200€ for employees that handle

candidates on behalf of the fleets / that offer support.

Mediatel costs of 31,000€ for the monthly subscription to the

service.

Training costs of 15,000€ for the online courses construction.

3RD MISSION 46
 Risk Matrix
Risk Probability Likelihood Impact Recommended action

Generally We make sure by AB testing that the platform is user-

1 The onboarding process is too complicated. Possible High
unacceptable friendly and we test it on a group of people

The fleets do not manage to work with the Generally We build an info button in the leads page that explains how
2 Not Likely Medium
system. unacceptable everything functions. We include a tutorial in the platform.

The fleets do not communicate in a timely
3 Tolerable
manner.
Tazz takes over the lead in case the fleet doesn’t contact it
Probable High in 24 hours. We set up an agreed flow in which Tazz takes
over leads that aren’t contacted.

We don’t keep our promise of hiring the Generally KPIs, if the fleet doesn;t contact the lead in a speciffic time
4 Probable High
lead in 48 hours. unacceptable frame, Tazz takes over the lead or it gets redistributed

Competitors found a hiring method that

Not Likely Our process is a complete one, in which after filling the
5 takes only 24 hours and makes the process Acceptable Low
data, the lead goes directly to the interview.
a lot faster.

The fleets don’t agree with a new system Generally Not Likely KPIs and we set the expectations from the beggining with a
6 Medium
and drop the collaboration with Tazz unacceptable clear communication with them

3RD MISSION 47
SWOT Analysis

S W
Strengths Weaknesses
- Complete flow - Multiple step recruiting
- Standardized training process might discourage
format the lead
- Interactive trainings - Depend on partners to
keep our promises and
values
- External services used

O T
Opportunities
- Competitive advantage
of a single platform
- Market is growing
- Reduce surge and
vouchers for orders with
problems
Threats
- EU reglementations
- Faster onboarding
processes at competitors
- Platform is too complex
- Market decreases due to
end of pandemic
- War and Inflation

3RD MISSION 48
Alternative solutions

Training in Metaverse Training in VR

3RD MISSION 49
IMPLEMENTATION
Project plan, Stakeholders, Resources

3RD MISSION 50
Development team

4 Developers 1 Tester

+ = 6 months

3RD MISSION 51
Project plan

4 Developers

+
1 Tester

=
8 months

3RD MISSION 52
Flowchart

3RD MISSION 53
CONCLUSIONS
Conclusions and recap

3RD MISSION 54
 Conclusions

• Platform brings savings: 427 K first year, 3,5M second year, 4,9M third year
• Fast and user-friendly onboarding
• Interactive training, including a simulated order
• Brand attachment
• Decisions based on data

3RD MISSION 55
Thank you!

3 RD MISSION

Andi Paun
Simona Leasa
Ana Selaru
Daniel Toader

56