How to Work With (And Stand out On) Third-Party Ordering & Delivery Platforms
Interactive Customer Experience (ICX) Summit 2019 will feature a breakout session titled “How to Work With (And Stand out On) Third-Party Ordering & Delivery Platforms” We asked the panelists for that session to answer this question:
What are the biggest challenges with implementing third-party ordering and delivery? How can brands help themselves to overcome these challenges?
Chief Operating Officer
Famous Dave’s Bar-B-Que
There are several challenges in implementing third party delivery from an operational lens. The biggest challenge is managing on the labor front, for our concept the economics only work if we are using latent capacity to execute the additional sales. In order to ensure there’s bottom line flow through the labor needs to be managed effectively and ideally be unchanged. The other major challenge we have is managing high volume delivery across multiple providers, we’ve found that using an aggregator that can directly inject these third party orders into the POS is key to streamlining work flow and ensuring high level performance with the delivery providers.
Senior Director of Digital Marketing
HuHot Mongolian Grill
We’re looking at download rates to ensure our restaurants are communicating the benefits of the HuHot Rewards app, and then measuring incremental sales from the personalized campaigns we push out to app users.
VP of Marketing + Growth
Taziki’s Mediterranean Cafe
While there is a myriad of metrics to gauge the success of a mobile loyalty program, there are three key KPIs that must be analyzed. Enrollment rate, frequency and spend. The ability to drive a healthy loyalty program rests on the ability to enroll guests and keep them engaged. This must be done by effectively communicating the value proposition to the consumers considering the loyalty program fatigue that exists today, as well as crew members that may be tasked with enrolling the consumers. A successful member count will also fuel a substantial sample size for mining consumer data (the real capital of a loyalty program) which should be used to improve the loyalty program and inform universal business decisions.
The loyalty program should also serve to encourage a behavioral shift to drive incremental frequency and spend. A baseline should be measured in order to gauge the increase in these two metrics. Ideally, this can be tracked down to the individual level in order to identify consumer behavior before joining the program and after joining the program. Metrics demonstrating the behavioral differences between members and non-members should also be tracked as the delta between the two serves as a strong case for the value of the program.
Experiencing success in these metrics serve as the recipe for a strong and motivating mobile loyalty program