Zomato

Food Eaten By Delivery Boy

Presented by:
1. Sandeep Fernandes 19PT1-08
2. Sidharth Soni 19PT1-26
3. Suruchi Malhotra 19PT1-28
4. Umang Sapra 18PT2-54
5. Anshul Yadav A18PT1-58
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About Zomato

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 About Zomato

● Founded: 2008
● 24 countries
● 80 million active users
● 9 languages
● 90 million visits monthly
● 1.4 millions restaurant listings

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Analysis: PR and Communications strategy

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Internal Stakeholders

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Performance Readiness Framework

Continuous, Episodic or
sustained high Pattern of
levels Low Levels

Leader Involvement : How much?

Low Levels High levels

hands-off - hands on

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 Using Leadership Model

➢ Telling type of leadership style, AUTOCRATIC

or BENEVOLENT

➢ High task low relationship (HTLR)

➢ High on will, low on skill- for new entrants

and gradually as the deliverymen reaches the
seniority stage, the style can be made flexible
with hugh focus on task as this is pure service
delivery industry

➢ Empower or Direct

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External Stakeholders

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PESO Model for PR: Paid, Earned, Shared, Owned Media

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EMOTIONAL AWARENESS PURCHASE

Events
Celebrity
Viral Endorsement
Conference

ENTERTAIN PERSUADE
Customer
Branded Review
Video Company
News Ratings Case
Blog
study

Webinar Interactive
demo
EDUCATE CONVINCE
Testimonial
RATIONAL

Whitepaper
Infographic

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Case in Discussion

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 Problem Statement

The Delivery-man Controversy

● On December 10, 2018 the internet bombarded Zomato with furious comments after the
video of delivery man's eating food went viral in a few hours. Online food delivery giant
Zomato saw itself in the middle of a controversy after a viral video exposed its delivery
executive eating out of a food pack meant for delivery.

● ‘’An internet user wrote along with the video: ‘It’s really shocking how these reputed food
delivery companies are functioning. People order food online expecting basic hygiene and
this is how it is delivered? ‘’I am definitely not gonna encourage my kids to order food online -
https://espressopatronum.net/2018/12/12/zomatoscandal/

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 iat
ictim es.ind
i t y. ec onom
equ
/brand
https:/ om/news ent
imes.c
omat o's rec
ay
: Will Z risis drive aw
yc
deliver rs to Swiggy?
e
custom

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Key Stakeholder Reactions

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Customer Reaction

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The Reaction – Media

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 Short-term Impact – Brand
Zomato’s Attention score (sum of positive and negative buzz)
has increased indicating increasing number of conversations
around the brand.
However, the Buzz score has fallen from 45.0 to 27.9 points for
the same time period, suggesting a strong negative public
sentiment towards the brand.
The Index score for Zomato, which measures perceptions of a
brand’s overall health (average of Impression, Quality, Value,
Reputation, Satisfaction and Recommend scores) also saw a
significant decline from 38.8 points on the day of the episode
(December 10th) to 27.5 points towards the end of December.
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 Crisis Management

How did Zomato deal with this Problem?

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Zomato’s Response

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Crisis Communication Framework

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Medium-term Impact – Brand

The annual Buzz rankings are compiled using Buzz scores

from the entire years’ worth of data. Buzz scores measure
whether people have heard anything positive or negative about
a brand during the previous two weeks.

Zomato (4.5), recorded good improvement in their Buzz scores

over the past year, making it to the top 10 improvers list of 2019.

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The Financial Lens

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Applied Learnings

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Plan of Action – Communication Process
External
Corporate Marketing Staff Advisory
Communications
Cascade media statement to Push to achieve objective Gather intelligence through local
all the key media across across all mediums - online, media representatives and contacts
mainlines, financials, trade print and TV with existing No statements to be issued to
Media publications, online media Marketing associations media. All queries to be directed
All media queries to be to PR & Comms
Social Media Press Conferences in the key directed to PR & Comms
Influencers cities – Chennai, Bangalore,
Hyderabad, Pune, Mumbai &
Delhi

Gather all media queries and

share the reactive statement as
necessary. Media Interactions led
Internal by CEO & MD and HR Head

Daily News Monitoring and

necessary actions
Dissemination of unrelated media
releases through the month

Internal Communications
Townhall by CEO
Regular Communications
Social Media Posts
Employees
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Anticipation and Preparedness Framework
● Setting up a Crisis Team: ● Actions when Crisis breaks:

● Corporate Communications ● Segregation of scenarios: Red, Amber

and Green and roles assigned for
approval
● Legal

● Action for roles assigned

● Human Resources

● Process for flow of information and

● Marketing stakeholder deployment

● Operations - Domestic & Global ● Audience segmentation - Priority based

cascading of information to stakeholders

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 Learnings – Anticipation and Preparedness
Identifying Potential Execution Roles Process and Protocol Bill of Materials Monitoring Capability
Crisis Scenarios Development

What it is: What is it: What is it: What is it: What is it:
•CFT to brainstorm on •Identification of key •Outline detailed •Content Types and •Identification of
roles and individuals in
potential crises by various scenarios processes to be followed Content drafts that will systems, processes and
themes, severity and in case a crisis breaks be needed to mitigate or personnel / teams
audience - Assign value Who is involved out respond in a crisis involved in monitoring
•Communications, audience response
Who is involved: Function Leaders, Who is involved Who is involved
•Communications with all Operations and •Communications, •Communications, Who is involved
functional leaders and executives from the Function Leaders, Function Leaders, and •Communications,
executives from the respective teams’ Executives & Operations Agencies Marketing, Social Media
respective teams’ and Agencies and PR agencies
Output Output
Output •List of ley roles, Output •List of documents for Output
•List of scenarios associated individuals •Process Document for each type of scenario •Pre-crisis benchmarks,
and role requirements
prioritized by likelihood identified scenarios – with templates in-crisis reporting
and severity, mapped to contact information, requirements –
audiences audiences, tactics and Traditional and Social
deliverables media

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 Situational Crisis and Communication Framework
SCCT crisis response strategy guidelines

1. Informing and adjusting information alone can be enough when crises have minimal attributions of crisis responsibility (victim
crises), no history of similar crises and a neutral or positive prior relationship reputation.

2. Victimage can be used as part of the response for workplace violence, product tampering, natural disasters and rumors.

3. Diminish crisis response strategies should be used for crises with minimal attributions of crisis responsibility (victim crises)
coupled with a history of similar crises and/or negative prior relationship reputation.

4. Diminish crisis response strategies should be used for crises with low attributions of crisis responsibility (accident crises), which
have no history of similar crises, and a neutral or positive prior relationship reputation.

5. Rebuild crisis response strategies should be used for crises with low attributions of crisis responsibility (accident crises), coupled
with a history of similar crises and/or negative prior relationship reputation.

6. Rebuild crisis response strategies should be used for crises with strong attributions of crisis responsibility
(preventable crises) regardless of crisis history or prior relationship reputation.

7. The deny posture crisis response strategies should be used for rumor and challenge crises, when possible.

8. Maintain consistency in crisis response strategies. Mixing deny crisis response strategies with either the diminish or
rebuild strategies will erode the effectiveness of the overall response.

Suggests that crisis managers should match strategic crisis responses to the level of crisis responsibility and reputational threat posed by a crisis.
by W. Timothy Coombs
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Situational Crisis and Communication Framework

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The Way Forward- Strategy and
Communications

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Analyse

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Innovate

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 The Delivery-man Controversy

THEME :
Transparency

ANCHOR :
This was a human error in judgement, and not an operational activi ty issue

DISRUPTION :
Seamless Service delivery

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Key Takeaways : CorpComm

Open ended and transparent Manage Reputation: Be

communication transparent and genuine

Perception: Brand Ownership

Adhere to Core competency
lies with Customer
References
1. https://espressopatronum.net/2018/12/12/zomatoscandal/
2. https://brandequity.economictimes.indiatimes.com/news/digital/will-zomatos-recent-delivery-
crisis-drive-away-customers-to-swiggy/67451642
3. https://www.talkwalker.com/blog/zomato-marketing-strategy
4. https://www.nextbigbrand.in/zomato-spends-%E2%82%B91-2k-crore-on-advertising-reports-3
x-revenue-growth/
5. https://www.afaqs.com/creative-showcase/tv/65007-no-cooking-january-zomato---couple
6. https://www.afaqs.com/creative-showcase/tv/65007-no-cooking-january-zomato---couple

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Thank You

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