Can Just Eat and’s £5 billon merger plans deliver dominance over Amazon and Uber?

We’ve written rather a lot about digital disruption within the meals business with the rise of app-enabled third party delivery services. This week has seen a serious market-changer with plans to create a brand new international digital supply behemoth from the deliberate merger of Just Eat and

If the deal goes forward, Just Eat will, based mostly on present numbers, have a worldwide buyer base of 355 million orders every year. That equates to €7.three billion final yr.

According to the formal announcement:

The Just Eat Board and administration board consider that the mixture has compelling strategic logic and represents a horny alternative for each corporations to construct on the robust particular person platforms of Just Eat and


For Just Eat, the merger is the newest evolution for the agency. While the likes of Deliveroo and Uber Eats have been arrange as devoted supply companies in their very own proper, Just Eat started life in 2001 as a ‘discovery app’ which enabled clients to order meals from companies that had their very own drivers. Since then, the agency has constructed out its capabilities, together with launching its personal supply community, with a heavy emphasis on tech funding.

A primary instance is the current £67 million acquisition of London-based Practi, developer of a ‘holistic retail management system” which targets businesses that are too small to make a Point of Sale (POS) investment. Practi’s answer to that is an iPad-based system overlaying stock, cost processing, worker administration, CRM and reporting.

From Just Eat’s viewpoint, this opens up the prospect to broaden its community of restaurant companions by with the ability to strategy even the smallest, most native of takeaways and supply them enhanced digital capabilities by way of the Practi tech. For Just Eat interim CEO Peter Duffy, it’s a primary instance of retaining shifting in an more and more aggressive panorama through which the likes of Uber and Amazon have declared curiosity: 

We actually cannot stand nonetheless right here. So our acquisition of Practi in April is an instance of how we will be strengthening this, by way of a software program answer that places us proper on the coronary heart of our restaurant on-line and offline operations. This in flip goes to drive higher engagement and loyalty between Just Eat and our companions.

Another main tech initiative has concerned knowledge aggregation and consolidation into one database masking all nations through which Just Eat operates. With that full, the subsequent step is underway, says Duffy:

We have now launched our CRM toolkit which primarily sits on prime of that, which suggests we’re now capable of deliver personalised messages and campaigns each in and outdoors the app into a number of markets at a really restricted value. And we’re rolling out the potential for seamless buyer journeys, which suggests that you are going to have the ability to goal a buyer, for instance, with a voucher. They’re going to have the ability to click on on that voucher, undergo within the app to that restaurant, they are going to fulfill that very merely as one journey right through.

Whilst that is not radical for a variety of industries, that’s one thing that Just Eat wasn’t doing beforehand. So personalised one-to-one communication has been rolled out throughout all our markets from the beginning of May this yr and we’re actually optimistic concerning the early outcomes that we’re beginning to see.

Data and supply 

Another use case from the info aggregation comes within the form of dynamic pricing. Duffy explains:

Dynamic pricing signifies that we will change the supply charge based mostly on what we name stay man sign. For instance, the volumes of orders made by our clients, the climate, occasions, supply distances and so forth.

For the previous few weeks we have been trialing this in Denmark, the place we have rolled out to 400 eating places nationally; within the UK the place we have rolled out to 40 eating places throughout three cities; in Australia the place we have rolled out only one metropolis in the mean time, however we will ramp that in a short time. The system allows us to know the connection between supply charge pricing and order quantity at a hyper-local degree and the target is for us to have the ability to flex supply charges actual time based mostly on reside man sign.

So we not solely optimize the supply income, however we will additionally start to optimize general order quantity as nicely. The platform is being developed so we will supply it to our market eating places in addition to the managed service, which in flip goes to have the ability to assist them optimize their very own supply economics.

Scaling up the ‘in-house’ supply capabilities is one other precedence, one which can be bolstered by the merger with, however on which work has progressed as matter of necessity, notably within the UK. Duffy says:

If we return to the beginning of the yr, we actually wanted to construct scale round supply shortly. I feel on the finish of 2018 we have been in too few places, we had zone densities that have been sub-scale. That led to poorer supply economics, inefficient driver calls and in flip that harm the client expertise.

So over the final six months we have scaled our supply footprint from 94 to 166 cities, which is now consistent with our two primary supply rivals within the UK. This is masking 50% of the addressable inhabitants. Importantly, we have additionally grown our personal Skip-based supply service from three cities initially of the yr – Glasgow, Aberdeen and Edinburgh – to 64 cities. And we now have 5200 supply eating places on the platform, which we’re aiming to develop to over 8000 by the top of the yr.

We’ve doubled the variety of KFC, Subway, Burger King eating places on the platform because the begin of 2019. So as a market this now takes us to over 34,000 eating places, which in complete is simply means forward of another competitor.

While getting the UK in control has been important, probably the most aggressive international marketplace for Just Eat at current is Canada. Here too there was progress, says Duffy:

We’ve grown our restaurant stake to over 20,500 eating places, accomplished the rollout to all of the geographies that we intend to cowl and we’re now serving 95% of the addressable inhabitants. We have 29 of the highest 30 main chains, of which 16 are solely obtainable on Skip [Just Eat’s delivery platform]. 

Unlike in different markets, we’re capable of merely combine eating places’ EPOS environments through the use of our newly acquired Flyt platform which, for instance, has enabled us to roll out to virtually 800 McDonald’s eating places nationwide in the previous few months.

Meanwhile in Australia, Just Eat covers 70% of the addressable inhabitants by way of its 13,000 signed-up eating places. That quantity is increasing:

We’ve added 3000 supply eating places within the half, taking the supply stake to five,700 eating places and we now present supply to seven out of the 9 largest home manufacturers, together with Hungry Jack’s who we now have solely and in fact, KFC. And we have simply added Guzman y Gomez and Nando’s that are within the means of rolling out.

What unites all the worldwide operations is a robust buyer expertise. The aim right here is to pursue personalization, says Duffy:

Not very way back everyone had the identical expertise, which was based mostly in your postcode. Now personalised gives and restaurant suggestions are based mostly on particular person clients’ behaviors and we’re rolling out a extra visible strategy for much higher meals imagery to assist us present a fair higher consumer expertise. Customers can now seek for their favorites by dish, comply with the courier’s ETA on a reside map. These options whereas easy and intuitive, they’re primarily actually offering a seamless buyer journey.

My take

The deliberate merger is a compelling proposition. Just Eat and have dominant footprints in nations across the globe, however solely overlap in Switzerland. This is a complementary merger and one which units up the mixed entity to carry off challenges from Amazon – whose deliberate funding in Deliveroo is topic to regulatory scrutiny – and Uber in an more and more aggressive digitally-disrupted sector.

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