How Just Eat Takeaway.com is Bringing the Restaurant Experience to Home Delivery

Well, hello again. Welcome to the Account Experience Podcast. I'm here today with Camilla Schulten, my co founder of Customer Gauge. How you doing, Camilla?

I'm great, thank you.

Thanks for joining me today. Dave, who's my normal co host, is away in the uk.

I know.

So thanks for stepping in at the last minute. Really appreciate this. Now today I'm really excited about this. We have a presenter who's joining us from Just Eat Takeaway Grubhub, who they just bought. Now, you know Lucinda for a while, right?

Yeah, she's. She's been around with Customer Gauge for some time, but she started this job in 2019, I believe, and she just got going and she's been really expanding her team and bringing fantastic results in. But I'm really interested in her personal experiences. What are some of her tips and tricks for other people to learn from?

I think that I love that human side of it. I also want to ask her. So, you know, this is a Customer Gauge Account Experience award these guys got. 97% closed loop rate.

Wow.

I want to hear about how she did that because I think that's. That is just totally awesome. Getting there in a year. So without further ado, should we get Lucinda on?

Yeah.

Great. Welcome everybody, to the Account Experience Podcast. Today I'm joined by my co host, Camilla Schulten. Camilla, you're standing in because Dave's not here.

I know.

So are you ready for this ride?

I hope so.

Okay. I'm really pleased to be able to welcome our guest today, Lucinda Anderson from Just Eat Takeaway, or maybe as I should call them now, Just Eat Takeaway Grubhub, I think because. Because the deal closed last month.

Congratulations.

Thank you.

The company is headquartered in Amsterdam and we'll get to that. But it's really focused on giving consumers and restaurants this platform to help really deliver to end consumers. I'm really excited to hear about this. And Lucinda has also got a ton of experience in this Komodo because she joined just the in, I think October 2019.

Yeah.

And she's the Commercial Excellence Manager, I should say. Hello, Lucinda, Commercial Experience Manager for Accounting Management. So it's really in that B2B space that we're particularly interested. And you've got a great background in hospitality as well as software, including stints at Coca Cola and some other things I was reading on there. So, Lucinda, so how are you doing today?

I'm well, thank you. And I'm really excited to be here. So thanks for having me. I think. Yeah, we do go a while back because even with my previous employee, Unit four, we work with Customer Gauge and also quite closely with Adam and Camille and also with Dave. So, yeah, I'm very excited to be here like a few years later and getting the opportunity to do this podcast. Really cool.

Oh, that's great. Well, listen, why don't we dive in? So I gave this kind of like half introduction to you, but why don't you tell us a little bit more about the company and then lead into your role in. In what you're doing there.

Yeah, cool. Yeah, so I joined the company 2019 when it was still takeaway. And takeaway, like you mentioned, is based in Amsterdam and actually started out in a kind of an attic of Yitzchok, who's still our CEO. And yeah, he kind of came up with his idea because he couldn't order any pizza around the corner. So he said, okay, right, I'm going to take €50 or gills maybe probably at the time and going to start this online food delivery service. So, yeah, that was Diasporzorf. What is our Dutch label? And then kind of with the initial launch of the Dutch label, yeah, it expanded quite rapidly. So we're into Germany, Belgium, basically. We're currently in 23 countries, I'm saying off the top of my head, which also kind of includes the legacy Just Eat organization. So, yes, so in 2020, last year, we actually came to an agreement with Just Eat, which kind of complemented the takeaway market. So I think the only market where we kind of had overlapping restaurant base was in Switzerland. And yeah, we actually kind of complement each other quite well from a market perspective. So, yeah, like you mentioned grubhub, so that's a kind of new one which was contracted, I think probably about two weeks ago officially also on the nasdaq, which is really exciting. So very much looking forward to integrating in that space. But yeah, we focus on online food delivery and it's all kind of about creating the whole network effects, as I like to call it. So we really want to focus on consumer giving them the right kind of offering, right cuisine. Looking at, you know, kind of also the trends vegan, because I know kind of like identity wise takeaways. Also a lot about, oh, you know, getting just another kebab or your pizza. It's not about that anymore. It's really kind of offering high end. And also with the COVID developments on growing. Right. So we are really expanding kind of offering consumer wise. But also means that from a restaurant partner perspective, because that's kind of the Side where I'm on the B2B side. We really need to make sure that we do actually kind of do the supply and proper demand generation then. So yeah, that's definitely kind of the business that we're in.

Fantastic. What an opportunity. Also coming through the COVID This must have this, you know, what an impact that that's made. And so I'd love to get into some of the challenges that you've had, you know, especially like recruiting restaurants and keeping them as and as you're growing at this phenomenal rate because you know, as you say, bringing in just eat I think from the UK and then grubhuff from the us You've got cultures coming in. You've got man, what an interesting business to be in. So let's, let's try and take it apart a little bit. So Lucinda, tell us a little bit about the program that you're involved in in particular.

Yeah, so when I joined in 2019 I was kind of a one woman army. So I joined from unit four where I also had customer gauge and then yes I joined as Commercial Excellence Management which really much focuses on kind of improving the restaurant space. So what I'm currently kind of with my team, so I've just recruited number 12 or 13 actually. So we are growing quite rapidly. But yeah, what we very much focusing on is enabling the account management teams in country to make sure that they kind of have the space to do their jobs which is really maximizing value and performance of our restaurant base. So it's lots of kind of innovations, lots of making sure, you know, that we kind of have the right portfolio to offer towards the restaurants, but also very much enabling, doing proper value propositions. And we always take kind of the restaurant experience as the core what we do. So we very much assess from the outside in what is it actually that our partners need in order to kind of service our consumers. And it's all about kind of creating that insight, creating that. Also looking at marketing space. Right. Because next to kind of doing the online generation, we also have lots of marketing materials that we're actually able to offer to really promote that top of mind awareness. So it's all about creating value and making sure that the teams are able to do their job. So what we started doing is and we did run NPS where it was just kind of a lot of data. It didn't really see that much in the beginning when I joined and then when we kind of started deep diving a bit more and actually that's where the tool customer gauge Gives lots of insight, is very much saying key. So this is what we're doing. Well, this is what we really need to improve on. And also the complexity within the different markets. We started off in the Netherlands with Zeisbersorf, which is a very kind of our core market, one of the cool markets, actually, and very mature. But then if you have to compare it to what's happening within, for instance, Poland or Bulgaria or Romania, which is completely different. Different kind of different spectrum there. And also from a competitive perspective, but also kind of the way that consumers behave and also the cuisine times offer, but also the logistical services provided. So it gave us quite a rounded. Yeah. Kind of answer to what is it exactly that we should be doing, what we're offering. Yeah.

Can I go a bit further than that? Because I think whenever I've ordered food from a food delivery service, I'm always asked, how was your food? What was it? What was it like? Was the driver on time? And, you know, this is obviously very important for the restaurant to understand, but you're talking about a different part of the business. You're talking about your relationship with the food delivery provider. Right. So can you categorize, can you talk about some of the services that you're offering these people, about what you're looking for to get rated at your end?

Yeah. So I think, and this is also kind of my perception when I joined just E takeaway is like, okay, how complicated can it be? Right? You're a restaurant and you kind of offer a service, but actually it goes really far. Not every restaurant can actually do proper takeaway or actually dine in. You have to kind of have the right logistical setups in the kitchen, but also with packaging, with type of dishes that you want to be offering. Also kind of your whole, like in house call it and point of sale solutions, your software that you have in order to kind of process all the different tickets. And then actually when you have the dish prepared, you need to be able to also kind of courier it towards the actual consumer. So we have our restaurants who actually have their own kind of couriers, but then we also offer our logistical service. So we have different type of models there where we kind of support our restaurant base with. But what our account management teams try to do really look at the performance. Right. So how do we kind of enable our restaurants to be as successful as possible within their business? And it means that we advise them, we look at how they actually process, how kind of the logistics work within the kitchens, what type of menus they offer, what type of packaging because you don't want to be delivering a premium kind of ribeye in a soggy package. Right. It's just something that's not going to work. It's going to give you bad customer reviews, which then doesn't help kind of your positioning on the actual set. So to see. So it's. Yeah, it's lots of different kind of ends of the spectrum. I didn't even realize that myself when I joined.

I'm curious, I guess you're also helping all the rest of the restaurants sort of level up as well for the first time. But a way to figure out what works on a benchmark basis, I guess, right?

Absolutely, yeah. So what happens then if they actually join our platform is that we have quite an extensive onboarding with them. So they kind of go online and then we try and conquer them within the first 48 hours, actually 24 hours. Just really kind of handhold them to what it means to actually be in our platform. You'll also see, you know, sometimes that they're kind of a bit lost, you know. Okay, so now I'm suddenly getting all these orders. What do I do? Sometimes they're not generating sufficient orders. So then you try and help them with adding some kind of promotional tools potentially. Right. So how can you for instance introduce loyalty programs, which is also quite an interesting area, you know, that we also help but also kind of looking at delivery areas, delivery fe and actually kind of really also making sure that from a branding perspective, so really creating that experience to the consumer, creating top of mind awareness, making sure that if you do delivery that you actually do what you say and deliver what you're going to be delivering and on time and making sure that you kind of deliver the best quality, which also helps from a customer review perspective. So yeah, it's really interesting.

I think that's really amazing actually. I had to be honest before you explaining it, I also had no idea about the fact that you are the power behind the scenes that's trying to make that kind of consumer experience possible. Because I guess you're right. There is this whole perception still that it's just basically already take away type foods, like fast food type solutions. Whereas if you want to add that premium experience, you really got to bring probably a slightly more old school industry into a new, into a new era where technology probably actually has allowed them to still make some money during COVID but also to make them really aware of the options and the possibilities that they have. So if I understand it correct, basically your team is sort of Enabling the success of the players that you have in your ecosystem. So it's to make sure that they get the right, you know, product, but also the whole fulfillment side. So I actually am really fascinated by that. What were some of the things that you learned? Because this is really about follow up in a very different environment to us. Right. Normally it's kind of like you have a problem you fix, whereas this is really actually hand holding. What are some of the things that you learned from, you know, that they maybe have common issues or challenges that they come up against?

Yeah, I think that one of the kind of misconceptions these days is that like I mentioned, you know, how difficult can take away be and a pizza is a pizza. But it kind of goes way beyond that because it's kind of from a restaurant perspective, these are actual entrepreneurs way more than you would actually imagine. Right. They have businesses, they struggle, they have their struggles also with kind of COVID where we are trying to support them and now actually that they're going online again, they can't actually manage the. It's quite challenging for them to get the resources again and kind of ramping up speed, et cetera. So they have challenges that none of us can really kind of imagine from a business perspective. And what we try and do is really kind of maximize or kind of really take all the different spectrums out of their hands by facilitating them with software, with marketing materials, but also with the right packaging, advising them on how kind of how they are benchmarking. So when you talk about creating that account experience, we try and do that for our restaurant partners, but then the restaurant partners also try and do that for their consumers. And I think also kind of what goes hand in hand with that misconception is that restaurant planners really want insights. They really want to understand how they are doing. They want to kind of have this one stop shop where they can manage their menus, where they can manage their kind of performance, where they can easily switch on and switch off their all their devices. Right. And also kind of their plug and play type of loyalty programs that they want to be using on some days and some days not.

Do you that.

Do you kind of like do kind of a. This is sort of our industry. This is where most of our customers are really outperforming you or maybe less confrontational. Do you share that data with them to keep them improving or to keep them on their toes?

Well, we do try and keep us say okay, so if you're like the number 50 pizza parlor in Amsterdam on the corner Right. You need to kind of bring something different if you want to be on top of that platform. So what we do try and do is really kind of look at their performance. So either customer views, which is obviously kind of a big driver as well, but also for instance, how they're doing price wise, how they're doing like from a menu option, you really want to be looking at kind of creating that additional wow factor when you do the delivery. It can also be packaging, for instance. So there's lots of different factors where you can actually kind of say, okay, listen, you know, you're not that high on kind of the list or not that performing that well because of xyz. And that's actually where kind of the account management teams come in as being a best practice kind of industry consultant, let's put it that way. So they also have to have this background and really understand what drives hospitality. They have to be able to kind of create that hospitality. So yeah, it kind of. It's a very diverse type of advisory that you do here. And it's a challenge as well. Right. Because we are seeing that obviously kind of with the different Covid dynamics. It's last year, March, it was crazy. It was suddenly where we usually would have, I don't know, maybe, I can't even say how many numbers, but maybe a few hundred restaurants going online in one week or suddenly we had hundreds of restaurants going online in one weekend and then trying to, sorry, you were.

Just new at the job then as well, your way through.

Definitely. So it's kind of like suddenly this explosion in the market and then suddenly trying, okay, so how can we actually support all the teams, all these restaurants going online and you kind of have your existing estate that you still need to take care of and make sure that they're enabled to do their jobs versus the new restaurants going online and who needed to be onboarded. And I have to this, this was actually really inspiring because everyone like every single colleague was supporting all the sales teams. Also at one point we even had recruitment and the HR kind of onboarding restaurants. Right. And picking up the phone saying, hey, how can we help you?

I love that.

Yeah. But it's kind of really like all hands on deck. And that's also what I love about this company is that everyone just really has a passion for, for this business. Everyone just loves kind of enabling the entire space to do so. And I think that's also which is kind of why the whole account experience base works quite well within the company. Really taking those insights when we Started with implementing Customer Gauge and also kind of with the different functionalities that we have for reporting dashboarding, really creating that transparency and visibility, which then almost by itself also creates ambassadorship, I have to say, kind of within the different layers of the organization. So it definitely helps. Kind of pushing that whole passion for improving the account experience.

Just generally that. Because I was actually thinking back because I remember speaking with you and then you came on board and you kind of very quickly, I think, got Customer Gauge up and running. And so you were kind of. You said you started this one woman army. I like that. One woman band. But now you've got 12, 13 members growing fast, right? I mean that's like, that's in the span of less than 24 months. And then so now even internally, how does that help you sort of manage something? Because if it grows that quickly, I guess one of the things that you need to do is get everybody onboarded in kind of a similar way. Even though you've got many different regions and probably the, the landscape's different, but kind of like the solution that you offer is the same, right? You're trying to get them to a successful variety on your platform of really great restaurants, I'm guessing. So how do you work that? Then suddenly you've got all these people, you can start to see their performance. You can even, I think, look at what's working in your own team and what's not.

Yeah, definitely. I think one of the main things within my team is that we kind of, we, we facilitate the program, right? So we make sure that everything kind of gets hands and feeds. But it's actually the local account management teams who are actively kind of picking up the phones and talking to the restaurant partners when they fill in the actual survey. So it's really interesting because also with trying. So we launched Customer Gauge and then we started integrating Just Eat, the legacy Just Eat organization. And they also had their own kind of insights program. So we really tried to take kind of the best of both worlds, right? Because they. They had awesome learnings. We had awesome learnings and really so keen. Also. Let's just combine everything, combine programs, combine drivers. I think the one thing that we did quite well is that actually with kind of closing the loop and getting all those insights in, actively kind of pushing it towards the product and tech teams, towards sales, towards cs, really driving that improvement planning. But the good thing was that. And it was actually really easy getting everyone on board and also kind of with the integrated countries because they saw that what we are trying to do or what we were actually doing within account management in kind of the legacy takeaway countries, it was increasing the NPS score. And just because of actually giving partners a voice and making sure that we got all that feedback in and actively saying, hey guys, you know, this percentage doesn't like this feature on us, we need to do something about this. And then also being able to kind of putting the proofs of the pudding that if, if product would actually change a feature, make things easier for restaurants, it actually again, you know, kind of up the NPS school. So it kind of, it was quite easy, I have to say, getting that.

Buy in, really amazing. But I think it's because you, like you said, right, you're closing the loop. So you're not just taking feedback and analyzing, you're actually getting back to customers, pushing it into the organization, really making that feedback work.

Yeah, yeah, definitely. And I think also kind of what we do do is that we take that feedback, we do individual improvement planning because some of the things are like really kind of small issues, right? You can see that in the feedback. But you can also kind of get that from other conversations because we do have kind of this proactive outreach type of mechanism that we handle. But then also kind of taking the structural feedback, working with the different teams and also getting commitment, cross border, I would say across functional from the different teams. So even in country, but also come from a centralized perspective on what it is that they will be improving on within the next like two quarters or quarter to come. So if you then take that feedback and even though that you might not be able to reach every single customer individually, but still kind of push this email out from partner marketing saying hey, you received a survey from us. Sorry if you didn't gonna get it or didn't if you didn't kind of engage with us. But, but just as an FYI, we did hear you and this is what we're going to be kind of changing for you.

Well, that's what I want to pick up on because first of all it's great that you've got that sort of newsletter type approach and you're telling them, but I want to pick up something that I'm really impressed with what you guys do. And in fact this is why you won an account experience award. So when we calculated the closed loop experience that you give, we calculated that you were able to close the loop on 97% of all of the detractors within 48 hours. Yeah, that is phenomenal, Lucinda. Especially from such a young program. I mean I Think that's really awesome. How did you manage to do that? Let's really get into the nitty gritty here.

What's your target next? 100%, definitely.

100%. Yeah. Yeah, bring us along.

Because this is, I think, the teaching moment that we'd love to give and.

The fact that it can be done, I guess, what a lot of people think can't be done, you know, it is actually possible.

No. So I think. I think one of the main things is because I have. I actually kind of have ownership within my team, right? So I have a improvement specialist, project manager, whatever title it is, who actually kind of like drives the account managers to make sure that they do this. So she's like constantly whipping them into shape and making sure that we do this. But next to that, kind of, before we actually launched the program, we really did a lot of road shows about what is the importance of nps, what does it mean? How can we really take that feedback in order to make our lives or restaurant partners lives better and easier? And I think in the beginning it was a bit uncomfortable because they weren't really used. I mean, they speak to partners every single day. But actually trying to have that difficult conversation and also being able to kind of smooth out these bumps and without actually having to promise anything, because that's also one thing, right? If you're speaking to any type of customer or partner, they want to know what you're going to be helping them with and they want guarantees. So that's kind of like the difficult side of things. Obviously, working also with big corporate, but kind of giving them those, those handhelds and ensuring guys, you know, we can help you with kind of having these difficult conversations. So training them on that, dealing with objections and just kind of having that network there that they're not in them by themselves. We're having these knowledge exchanges, sharing best practices, and I think the more that we kind of facilitate that type of environment, saying, hey, it's fine if you have lots of detractors or if you're going to have a crappy day because you're speaking to five, 15 detractors and none of them were happy. It happens. It's just, yes, we can only go upwards from here and then having those conversations and actually kind of feeding back into these partners. You also kind of noticed that the partners were getting a lot happier, which also made life of account management a little easier. So. Yeah. So kind of having that dynamic, okay, it's going to be rough at best, but we need to do it now. You Know, and then gradually seeing that partners actually appreciated that we were getting back to them, that we're doing these improvement programs, we're also actively feeding back to them what we're going to be changing. Yeah. And that just meant the world. Yeah.

I don't want to trivialize this because we know in B2B that this act of closing the loop really drives Net Promoter upwards, you know, about something up six points or something like that, if you do it regularly. So Lucinda, can you go even more specific? How did you train the people? Can you think of a specific example that you went through? This is the sort of thing that I'm often asked, how do you drive this kind of culture change?

I think mainly because one of the things is we always talk about nps, but it's always getting down to what does NPS mean and what does it tell us? And actually it tells us a lot about, yes, it tells about satisfaction, but actually more about kind of our engagement and how loyal our customers are. Right. So once that actually becomes kind of a board recognized figure which actually these days more and more companies are kind of of taking on board in their reportings and then actively kind of drill it down towards the rest of the teams. It also means that it's more of a kind of must have to incorporate in your business as usual. We also incorporate it into, we actually work with an okr, frameworks, objectives and key results. Which means that kind of when we start working towards our quarterly targets, we also have like more kind of detailed KPIs or kind of driving metrics in there, which also included NPS and that kind of engagement. So once you start doing that, it's kind of becoming more of a focus area. What we then started doing is, okay, so these are the type of scores that you might get. What does it actually mean? And then actually kind of talking about detractors looking at the different drivers. Okay, so if a detractor would comment on Driver xyz, what is he actually saying? How do you kind of take the emotion out of it and what does that fact really mean? How do you kind of respond to those conversations and what can you do either on an individual level to kind of relieve that pain a bit? And what can we actually do on a structural level to make the world a bit better? Yeah, so that was kind of more getting into the depth conversations, but also talking about objection handling and just kind of having those difficult conversations. So I think actually kind of the local teams have done an amazing job there. So really team leads also with Their kind of. Of country heads, you know, taking their experience doing localized trainings, doing role plays on the job, coaching, etc. So, yeah, kudos to the local teams, I have to say. Definitely.

That was also, I think, what your colleague said when you picked up the award. He said, this is for the team. Yes, absolutely. I think it's a team effort. All of this is a team effort. And I think what I'm astonished by actually, and I'm even picking up on how motivated you are and how, you know, it's actually great, but it is that whole, you started it, you just came along and then to start something like this, I think that is what is most terrifying for people is when they're somewhere new. You just went in guns blazing and you had your toolkit. And in a way, I think that it's a bit odd to state that, but we did know each other. Right. So you had your toolkit ready and you were quite determined. You were like the going to have to work this way. But then you really brought the company along. So there were certain things that you had that you knew you could count on going in. I guess if I look back on it as well, reflecting, which makes me feel really good. And then you drove it and your team, of course, but, you know, you've been building those up and I think that is, you know, probably a key to it. It's just getting, getting going, right? Getting going, starting and don't be intimidated. So what are some of the things that you've learned from that that have not maybe gone the way you wanted or that you could think you could have done better, where you go like, oh, if I had to do it again, this is one of the warning signs I want to put out with somebody else. Is there anything you can share?

No, I think all in all, but this is also the environment that we work in, right. We're always kind of like challenging the status quo and we're always kind of like, I'd rather have an oops than a what if we kind of really take this whole growth hacking type of approach. So learning from your failures and just rather take decisions than don't do anything at all. So having that type of kind of environment also makes it quite comfortable to try and do things and just having that space. So that's also up to Berjian, because Bert Jan is my director. So I'm really kind of very grateful that he gave us that space to do so. And like I mentioned, with the local teams, with that kind of their inputs and the efforts, we wouldn't be able to make it a success. I think the one thing, and this is something which we're still kind of driving towards is really creating that aligned survey strategy. Because what you're seeing now is that everyone's really enthusiastic about NPS and surveying just in general and seeing how you can really kind of take those insights and create this massive difference talking about sentiment, but health factors of partners just in general. But, but I think I probably would have said, okay, so if we start to own. So when I see we either marketing or whoever kind of owns the overall survey strategy, can we just please make sure that also CS kind of takes the same timing. Right. And also with product, et cetera, because suddenly you're seeing this whole influx of people wanting to do surveys. And actually it's great, it's cool that they're kind of seeing the power of doing the surveys, but it needs to be relevant and you really need to kind of create those moments of truth in order to get those right insights right. And there's also different, there's always different means to an end. I think if you want to kind of create a partner insight, kind of more framework, there's also more kind of like product type of heat mapping, like hot jar, whatever, you know, which also is going to give you lots of kind of utilization insight. So I think definitely kind of having more of a aligned strategy across the border in place would make our lives a lot easier rather than roping everyone in hay. Survey fatigue, you know, is really a thing.

Yeah, I hear that usually it's because there was already somebody doing somewhere, something. Yeah, I think with you guys it might also just be everybody suddenly sees the power of it and you've got to go from where we're doing great to being a bit more strict. But yeah, I guess that is, that's, that's a good one to call out.

Lucinda, one of the things I really wanted to pick up on, you said it at the, at the very top, it's about this, this whole concept of identity foods and about how you're changing the space to learn about what end users want. Can you tell us a little bit more about that?

Yeah, I think kind of like legacy wise takeaway and not just a company takeaway, but just the concept of food takeaway has always been about pizzas and kebabs and just like general greasy food. And I think also kind of learning for our consumers is that some consumers, they still kind of take that guilty pleasure of saying on the Friday nights, okay, hey, after few Days, you know, after kind of like the Vraime Bow, as we call it in the Netherlands. Let's get this pizza or the shawarma. But actually, what we're also seeing more, especially kind of with COVID times, is that kind of the takeaway perspective actually kind of replacing the whole dine out type of experience, right? So you really want to be ordering in some kind of exquisite meals sometimes. And what we're also seeing is that, you know, even we had some star restaurants going online or some actual distros, etc. You know, and it's still quite difficult because you can't actually. It is pretty difficult to actually do a proper steak and then deliver it at the right quality, at the right temperature, et cetera, in your house. So it did actually require some kind of changes in the way that we perceive takeaway and how we actually deliver, and also menu changes and whatnot. But. But the actual kind of change also trends in vegan, you know, we also see more and more kind of vegan coming up, and we're also piloting a lot with, for instance, vegetarian butcher or other type of suppliers on how we can really kind of diversify the whole food delivery landscape. It's also something that we're looking at is kind of more lunches, right? So rather than looking at kind of the standard or just a simple sandwich, how can you really kind of do proper wholesome meals and salads and really extend that whole kind of healthy offering that we want to be doing? But that's also the feedback that you're getting from consumers, right? You can really kind of see on the order trends and the order data, what is more popular? What is the ask? What are the restaurants that are getting kind of the more attention and the more speeds actually grow? So it's really interesting.

So, Lucinda, just out of curiosity, so your loyal customers, do you use those for referrals, for adding other restaurants into your platform?

So it's something which you just kind of started to look into because at this point in time, we're really kind of focused on the detractors and making sure that because retention and actually also with the whole Covid regulations lifting, you know, first, retention is a big one. At this point in time, I'd love to put more emphasis on the ambassadors. So I'm also working together with marketing, but also with product intent to really see how it can maybe create this whole customer community type of feel, which would then next to kind of having the ambassadors so the promoters in there, but also something which we would call Local heroes, you know, so they might not be the best performers, but they might actually be our biggest promoters when it comes to wanting to test feature functionality. And actually like you mentioned kind of referrals. So yeah, definitely something to look into.

In the future if there is. Because I think I heard you talk a little bit about what's next around referrals and driving business and there's probably a lot more on increasing your already really great results. But just to stay on that personal level, anybody joining this whole experience management space, which I think is really coming up, right. And a lot of companies are trying to figure out how to do it best. If there are any people listening out there to say, oh, do you have anything like tips like, look, if there is anything you need to be mindful of, these are my top three tips for you. Do you have any of those?

I think actually one of the more important things, and especially now with this world that we're living in today, is that you constantly need to keep in check with what your partners need. I think legacy wise, it was always very easy to say, oh, we're going to be developing this, but, but kind of then reflecting back on did it actually make sense? Right. So really put yourself in your partner's shoes or any consumer's shoes before you actually start developing anything. And that type of mindset. And I'm very lucky to kind of have lots of colleagues around me also from other companies joining us. Right. So from Heineken, from klm, who are kind of like very driven in that type of perspective. So I think that's actually kind of probably the top tip. Keep on putting yourself in the partners shoes and also keep on imagineering. Right. So never stop at what is good. Kind of keep on challenging the status quo, putting yourself out there, thinking outside the box and just don't be afraid to fail. There's nothing more pleasurable than trailblazing and pioneering and yes, you'll probably fall down, but as long as you learn at one point, you're never going to fail.

So yeah, I love that. I'm going to, I'm going to, I'm going to use that. So keep the open mind to your customer, whether it's a partner or an end consumer. And don't be afraid to fail. I like that. I actually really grew with that. It's all about learning, right?

Definitely.

Yeah. Thank you. That was really good.

Lucinda, thank you so much for joining us today on the Account Experience podcast. We really learned a lot about your business and about the program. Thanks for sharing those Insights with us and we wish you all the success.

And you're definitely going to go on stage.

You can hold me to that one. I really am now. No, thanks for having me. It was really cool to do so. Thank you.

And if people want to follow you, how should they? How should they follow you or take away. Interesting.

They can follow me on LinkedIn and otherwise. Yeah, same for Just Eat Satik. We're also on LinkedIn and also on social media, etc.

So much appreciated. Lucinda, thank you so much for sharing your secrets with us today.

You're very welcome. Thank you for having me.

Wow, what a great podcast. I thought. I always like speaking with Lucinda and it had been way too long, but what an interesting, interesting takeaway, to coin a phrase, to learn about this changing landscape of food delivery from kind of like the greasy snacks to this whole premium restaurant at home experience. And the fact that you think about her kind of like her industry as focused on the end consumer, literally the consumer. Whereas actually she's enabling that with her account experience approach by adding all these fantastic restaurants and setting them up for success.

I think that's the most interesting thing. As you say, we're really used to giving the ratings in the app, but she's really operating in that channel about making sure that the just the takeaway infrastructure is serving the restaurateurs and the people who are providing. I think it's really an interesting learning exam, that one.

I hope, I hope it was educational and good for people to listen to.

That's great. Yeah. So anyway, we have our next guest coming next week. So from one award winner to another, I'm really excited to introduce Marcus Engel from DHL next week.

Yeah, I also am very excited.

And you're going to be on board for that one for me as well. Okay.

Yeah.

Okay, we better start brushing up a our questions then.

Great.

Okay, Camilla, I'll catch up with you next. The Can Experience podcast. Thanks for coming on today.

Thank you.

Bye.