INTRODUCTION TO ZOMATO

o Started In- July 2008, Delhi NCR.

o Founded By: Deepinder Goyal, Pankaj Chaddah

o Initially named- “FoodieBay”

o In November 2010 it was renamed as“ZOMATO”

o Parent Company - Info edge

o Category - Mobile Application Based

o Sector - Food & Restaurant guide

 Tagline/ Slogan - Discover great places to eat around you

 USP - Content is what sets Zomato apart – The restaurant

guide with menus, pictures and map locations

 Segment - Young population, working professionals looking

for information of restaurants

 Target Group - All Smartphone Users

 Positioning - Zomato provides the “guide” or the “discovery”

experience of restaurants & food guide
 MISSION
 Their mission is to ensure:
“ Nobody has a bad meal"

They do this by –
 Helping people discover great places around them

 Building amazing experiences around dining

 Enabling restaurants to create amazing experiences

ZOMATO IS USED BY MILLIONS
EVERY DAY TO DECIDE WHERE TO
EAT IN OVER 10,000 CITIES
ACROSS 23 COUNTRIES. IN A FEW
YEARS, WE SHOULD BE ABLE HELP
POINT YOU TO A GREAT PLACE TO
EAT NO MATTER WHAT PART OF THE
WORLD YOU'RE IN.
SWOT ANALYSIS
STRENGTH

 Users perceive Zomato as ‘Specialty product’ (Focused only

on foods & restaurants)
 High awareness – Top of the mind product
 Global presence – 25 countries – 1.5 million listed
restaurants
 Superior technology and a strong workforce of over
1200 people
 Asset less business model
 Simple & user friendly interface
 Aggressive and Innovative marketing strategy
WEAKNESS
 Competition from search engines & other similar
apps means limited growth

 Drastic growth means susceptible to bad

content

 Not customized for each target market

 Work inefficiency

 High staff turnover

opportunities
 Opportunity to expand to further more countries

 Increasing internet penetration & number of

smartphone users

 Rapid technology development

threats

 Intense competition

 Lack of clear rules and regulations - Changes in

government policy can easily affect the business
model

 Business model can be easily imitated by other

players
COMPETITORS
 Food panda

 Swiggy

 Uber Eats
Evolution of online
food market
In ancient days there was no hotel, peoples
only way of eating food is through by cooking at
their home itself.

And then some of them started eating at hotel

because they live far from their home for their
work so they cannot have time to prepare food.

And later the family members are began go to

hotel for any special occasion like birthday party,
marriage anniversary, etc.
And later they all gone through a hotel
periodically without any reason.

Then came the concept of online shopping. At

first the online shopping is only for the products
not for the food items.

After a great success of amazon and flipkart.

Some of the innovative ideas leads to introduce
online food ordering system like zomato and
swiggy.
ABOUT SWIGGY
❖Founded in 2014 NANDAN REDDY and
SRIHARSHA MAJETY.
❖Area served across more than 300 cities in India.

❖Additional investment attracted from

• Norwest venture partners
• Accel
• Saif
• Meituan-dianping

❖Partnership with burger king for delivery

 MARKET ANALYSIS OF SWIGGY
Target towards the younger generation
Multiple proprietary apps
Integrated ordering solution
Making food accessible to the customers
It has a delivery diversification strategy
It provided assistance to the restaurant
owners in terms of demand forecasting ,
stocks planning and order edits , etc.
 MARKET ANALYSIS OF UBER EATS

Uber Eats : American online food ordering & delivery platform

launched by Uber in 2014 at San Francisco, California.

Founder : Travin Valanick, Garrett Camp

Head Quarters : San Francisco , California

Uber eats provides meal delivery from mearly participating

restaurants for approximately $4
 NEW SCHEME OF UBER EATS

 Uber has started testing a new super – app interface in India

that integrates food delivery and ride hailing, multiple people
familiar with the matter said.

 Uber eats is barging into the dine-in business. A new option in

some cities let you order your food ahead of time, go to the
restaurant, then sit down inside to eat, a tipster from
competing dine-in app Allset tells us. We tested it, and Uber
eats Dine-in even waives the standard uber delivery and
service fees.
 MARKETING STARTEGY OF UBER EATS

 Develop meaningful partnership

 Start small and test

 Innovate and adapt

 Listen to your customers

 Create relevant and timely content

INTRODUCTION
• Foodpanda group is a global online food delivery marketplace,
operating in 40 countries and territories.
• CEO & Co – Founder- Ralf Wenzel
• CMO & Co – Founder- Ben Bauer
• Head quarters – Berlin(GERMANY)
• websites – www.foodpanda.com
HISTORY
 2012 - Launched in Singapore and expanded into 16
countries by the end of the year.
 2013 - expanded to 7 more countries.
 2014 - aimed to move into 40 nations in asia,
Europe,latin America and Africa.
 2017 – foodpanda business in india is acquired by
OLA on 29th December 2017.
MARKETING STATERGY

▪ Traditional marketing
▪ Online discount coupons
▪ Customer sharing blogs on foodpanda to
win prizes
▪ Tie up with bloggers
 STRATEGIC PLAN OF ZOMATO

1.SEGMENTATION AND TARGET:

Under demographic segmentation strategy Zomato
targets people of age group 18-35 years.
They have found major target in working professionals
who wants to dine out and want food at their doorsteps.
2.POSITIONING:
Zomato positions itself as a platform where different
restaurants suppliers consumers food suppliers and
logistics partners are brought together .
Zomato has positioned them in such a way that they are
becoming the go to app for youth to buy food online.
 Zomato Gold scheme
• Zomato Gold is a paid membership scheme
that offers complimentary food and drinks to
diners.
• Buy 1 Get 1 complimentary offer.
• Buy 2 drinks and Get 2 drinks .
• With limited unlock facility .
• (one visitor - two unlocks)
 CONFLICTS ON DEEP DISCOUNTS

• Zomato due to its deep discounts and

complimentary offers faced heavy heavy
opposition from the side of NRAI.
• The restaurants have to borne the bill of
complimentary items .
• A restaurant is expected to pay Rs.25000 to
Rs.45000 for gold membership.
Loss for chain of
Profit for zomato restaurants
 Conclusion
Deep
discount

Strategies To Be Followed By Zomato To

Create A Balance Between Deep Discounts
And Profit:
Internal
supply
chain

Balancing
restaurants and
business