JUST EAT

ENVER SAHINTURK
BURAK OZENGIN
AHMET SUMER
JASIAL ALI KHAN
YASHKAR YOOSUF

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INTRODUCTION

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INTRODUCTION

▰ Just Eat operates a leading global marketplace for online food

delivery, providing Customers with a way to order and pay for food
from the Restaurant Partners.
▰ Just Eat’s vision is to create the world’s greatest food community.
▰ For the Customers: It is about offering them the widest choice –
whatever, whenever and wherever they want to eat.
▰ For the Restaurant Partners: Helping them to reach more Customers,
support their businesses and improve standards in the industry.
▰ For the People: It is being part of global team, helping to connect
21.5 million Active Customers with our 82,300 Restaurant Partners.

REFERENCE:JUST EAT ANNUAL REPORT 2017 4

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BUSINESS CANVAS
MODEL

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 BUSINESS CANVAS MODEL
Key Partners Key activities
• Customer • two parties: consumers
• Restaurant and restaurants.
• Similar services in other • The platform includes
countries its website and mobile
apps.
Key Recourses
• software platform
• funding from investors
• Human resources
Value propositions
• Convenience
• Performance
• Customization
Customer relationships
• Self-service
• Phone and e-mail
• Local team member
• Personnel assistance
Channels
• Website
• social media, television,
and radio advertising
• Sponsorships
Customer segments
• Consumers:
Individuals who want to
be able to order takeout
from local restaurants.
• Restaurants:
Foodservice venues
offering takeout that
want to expand their
customer volume
beyond traditional
channels.

Cost structure Revenue streams

• Just Eat has a value-driven structure, aiming to provide a premium • Connection Fees
proposition through significant personal service and frequent product • Transaction Fees
enhancements. Its biggest cost driver is likely marketing expenses, a • Advertising Fees
fixed cost. Other major drivers are in the areas of customer
support/operations and sales, both fixed costs.

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BALANCED SCORECARD

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BALANCED SCORECARD

The Balanced Scorecard is an effective tool to

capture, describe, and translate intangible assets
into real value for all of an organization’s
stakeholders and, in the process, to allow
FINANCIAL CUSTOMER
PERSPECTIVE PERSPECTIVE organizations to implement their differentiating
strategies successfully. This deceptively simple
methodology translates an organization’s strategy
into performance objectives, measures, targets,
LEARNING &
INTERNAL and initiatives in four balanced perspectives.
GROWTH
PERSPECTIVE
PERSPECTIVE

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CUSTOMER PERSPECTIVE

▰ Bringing Greater Choice - Increasing the number of the restaurants from which customers
can order
▰ Enhancements of Service Reliability
▰ Simplifying the Restaurant Sign-up Process
▰ Convenience of Placing Orders in Apps, gaming platforms, smart TVs and social media
platforms
▰ Huge Choice, including many popular UK Chains - QSR restaurants
▰ Improving Customer Service through Online and Offline Support
▰ Overall Customer Experience Improvements

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FINANCIAL PERSPECTIVE

▰ Investing for Future Opportunities

▰ Growth Supported by Secular Trends
▰ Driving Long Term Value for Shareholders by Building Sustainable Brands and Resilient
Businesses
▰ Profit Forecast Reliability
▰ Strong Organic Growth
▰ Cash Flow

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INTERNAL PROCESS PERSPECTIVE

▰ Integration of Acquired Businesses - Hungryhouse, SkiptheDishes

▰ Developing Delivery Capabilities
▰ Rollout of Orderpad Technology
▰ Stability, Security & Scalability of the Platform
▰ User Experience Improvements
▰ The Shift from Telephone to Online Ordering - It’s still in early ages app adoption also
varies by market & is still growing
▰ Cyber Security & Data Protection

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LEARNING & GROWTH PERSPECTIVE

▰ Digesting Acquisitions
▰ Incremental Innovation
▰ Test & Learn New Concepts
▰ Trials to Extend Models to Provide Delivery Services to Certain QSRs
▰ Tailored & Actionable Development Plans
▰ Corporate Culture to Embody Entrepreneurial Spirit
▰ Developing & Retraining the People to Strength Team
▰ Workday Learning, the Online Learning Hub Supporting Employees Professional & Personal
Development

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HOW VALUE CREATED
FOR STAKEHOLDERS

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Key Partners According to Business Canvas Model:

▰ Consumers
▰ Restaurants

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VALUE PROPOSITION FOR CONSUMERS

▰ Convenience
▰ Performance
▰ Customization

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VALUE PROPOSITION FOR RESTAURANTS

▰ Accessibility
▰ Convenience
▰ Performance
▰ Risk Reduction

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COMPARING
JUST EAT & AIRBNB

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 SIMILARTIES AND DIFFERENCE JUST EAT &
AIRBNB

BASE JUST EAT AIRBNB

1. ESTABLISED 2001,KINGDOM OF DENMARK 2008 AUGUST, SAN FRANCISCO,

CALIFORNIA, US
2. TYPE OF SERVICE FOOD SERVICE ROOM SERVICE
3. TYPE OF COMPANY PUBLIC LIMETED COMPANY PRIVATELY HELD COMPANY

4. NET INCOME(2017) 103.5 MILLION POUND $9 3MILLION DOLLER

5. CHALLENGES • POOR SELECTION OF RESTAURANTS • SECURITY AND SAFETY

• NOT PROPER PRODECT • CULTURAL ADAPTATION
• SLOW DELIVERY • MISS APPREHENSIVE
• POOR SELECTION OF ROOMS

6. AREA SERVED 13 COUNTRIES IN EUROP WORLD WIDE

,AUSTRALASIA,NORTH AMERICA AND
LATIN AMERICA

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FUTURE OF JUST EAT

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FUTURE OF JUST EAT

▰ Selection of restaurants
▻ Top rating restaurants should be selected
▰ Needed there own delivery boys
▰ Update the application
▰ Rooting problem should be rectified
▰ Proper management
▰ Attractive offers and discounts are needed
▰ Need fast delivery
▰ Make links with hotels and online booking
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SIX THINKING HATS

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SIX HATS

During our entire work we kept our ambitious approach, desire for
better work and the team spirit. Other than these, we didn’t prefer this
hat.

Green hat helped with creative and innovative ideas, how the things can
be improved, what could be the alternatives.

Blue hat, we have controlled the process, which hat is important in

decision making.

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SIX HATS

White hat, we have studied the data and information we have on the Just Eat and
learned from it, focused on the facts. With this hat we have spent most of our time in
order to understand the exact job, the Balance Score Card.

We have approached the future plans of the company. Higlighted the weakest points,
discusses what could happen wrong this with the future plans and how they can be
prevented.

For the future plans of Just Eat, we have performed positive thinking this helped us to
focus on the value of it.

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THANK YOU
Any questions?

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