Former CFO at Deliveroo & Finance Director, EMEA, Amazon
Philip Green spent almost eight years at Amazon, culminating with the role of Finance Director of EU operations. He then took on the role of CFO at Groupon, followed by the role of CFO of Deliveroo. He currently is Director and CFO of theatre and entertainment producer Jamie Hendry Productions, as well as CFO of robotics and AR gaming business Reach Robotics, and advisor to several high-tech digital start-ups.Read moreView Profile Page
Phil, can you start by providing some context to the structure of the UK food delivery marketplace when you joined the market?
It was 2016 when I first got involved and I’d say that the UK market was very underdeveloped. You had significant success with Just Eat building a marketplace and then you had a number of early stage players in the market. Hungryhouse was still around at that time and restaurants hadn’t quite got used to the idea of doing takeaway food or home delivery. It was either you’re a takeaway business or a restaurant, so Just Eat was a marketplace for takeaway restaurants. Where Deliveroo came into the market was down to Will Shu as the founder, his experience of living in New York and having great access to good quality food, working late in the office and then moving to London and not having the same access to good quality food. So it was still very early on. Deliveroo at that stage was the leading player in the UK in the delivery market and was only doing £15 million of revenue, so still in the very early stages of that business. If you compare to today, Deliveroo has had to build a lot of infrastructure. People didn’t consider a delivery rider as a job. The gig economy was still relatively new. Uber was playing in the taxi space but the concept of the gig economy and the conversation around it was still very new.
What was the strategy of Uber Eats and Deliveroo, the logistics-based models, to come and attack that fat margin business of Just Eat’s marketplace?
Deliveroo’s starting point strategy was a highly curated selection, hyper local – it started in Chelsea – giving people access to good quality food in affluent areas. That’s where Deliveroo started. So a very selective, affluent customer base and also people who wanted good quality food, so attacking the higher end of the market. Then you had Just Eat entering the market in the UK in July 2016. When they entered, the game changed rapidly. Deliveroo was steady and successful. With Uber Eats entering the market too, all of a sudden you had this highly capitalized, aggressive company entering this space and changing the landscape, by very quickly increasing pay for riders. Their approach was very different; let anybody on the platform. So no real curation and as quickly as possible grow selection and try and own the rider supply chain, focusing on rider recruitment tactics. That makes sense as Uber started out as a mobility business – if it moves, they wanted to move it – so for them, the riders were key.
For Deliveroo, it was about good quality food so having the right selection on the platform was key for them, so they were starting at different points. With Uber entering, it started to converge quickly. The riders became commoditized because it became a job and people were on multiple platforms, so the battle became about selection.
In the long run, do you think selection is commoditized?
Yes. The Restaurant Group, the UK’s biggest restaurant chain, now have 12 or more virtual brands that they’ve created and you’re also getting into a lot of mirrored brands. To maintain lower platform fees, you’ve got a lot of businesses that will launch a virtual brand on one platform, as an exclusive brand, they launch exactly the same brand on a different platform under a different name and it’s exclusive on the new platform. The platforms themselves know this is happening but I don’t think the customers are necessarily aware of it. They look like they’re exclusive content on the platforms and I don’t think that’s a sustainable strategy, because anyone trying to build a quality brand over time and have customer loyalty, you’re not going to dilute your brand by having the same product sold on a different site with a completely different label, so I don’t think that’s sustainable. In the short term I think it’s interesting for brands. Basically it’s a play to say the fees are too expensive and this is a way around them.
Let’s talk about the marketplace model versus logistics. You had Just Eat with big margins, serving those UK restaurants that deliver themselves and then Uber and Deliveroo come in with a logistics network and offer the delivery component as well as demand from their customers. What were the biggest challenges you saw in Deliveroo launching Marketplace+ or the logistics models going into marketplace and competing with Just Eat?
I think the starting point is, when you go into the pure marketplace, you’re taking a phone directory and shifting it to an online business, so the barriers of that are relatively low. They’re not nothing, but they’re relatively low. It’s more about customer acquisition, making it a seamless customer experience, orders and get the selection on. When you’re starting in the logistics business which is where Deliveroo are trying to pioneer this in the UK, you spend a lot of money building out the infrastructure. You spend a lot of money educating customers that are ordering from good quality restaurants. You spend a lot of money educating restaurants that this is not cannibalizing their sales, it’s incremental. You also spend a lot of money educating riders to say, this is a real job and then building out the technology. A lot more investment goes into getting that business off the ground because you are building infrastructure and if you look at when you have something like Uber Eats enter the space, all of a sudden you’ve got two people building the infrastructure, so the net costs start to become cheaper and you start to commoditize it.