How can we help you today?

Fill in the form below so we can explore ways to reach your goals or call us at 1800 577 346.

1 / 2
x
How can we help you?
One last step

Leave your details below and we'll be in touch.

Confirmation
2 / 2
x
Previous
Next step
Thanks! We have received your form submission, I'll get back to you shortly!
Oops! Something went wrong while submitting the form

Restauranteurs are to Blame for the ‘Uber Eats Apocalypse’

Restauranteurs are to Blame for the ‘Uber Eats Apocalypse’
What's new: K-Startup Grand Challenge 2020 for Australian/New Zealand Startups! More information here.

Restauranteurs are to Blame for the ‘Uber Eats Apocalypse’

I recently read this article in the Australian Financial Review, and couldn’t help but notice the entitlement and lack of creativity demonstrated by the restauranteur profiled.

The ‘Uber Eats apocalypse’ was brought on, not by Silicon Valley as this article suggests, but by complacent restauranteurs.

The reason why companies like Uber Eats and Deliveroo have been so successful is because the vast majority of restaurants give us little reason to make the effort to dine in, other than social interaction with our friends — which the restaurant can’t take any credit for.

If restaurants want our patronage, then instead of just offering “30% discounts” and complaining that this draws poor tippers (who probably spend money on high margin drinks either), they should focus on differentiating themselves, just like any other business has to in today’s economy.

They should provide, among other things, a superior customer experience, novelty, or some other such factor that draws people in.

Otherwise, the ‘lure’ of paying $12 for a half-filled glass of wine from an RRP$16 bottle gets old real quick, and restaurants, like taxis before them, only have themselves to blame.

As Chan Kim & Renée Mauborgne put it in Blue Ocean Strategy, we can ask the following questions to help us differentiate ourselves.

  1. What are the factors of competition in our industry?
  2. Which factors should be raised well above the industry’s standard?
  3. Which factors should be created that the industry has never offered?
  4. Which factors should be reduced well below the industry’s standard?
  5. Which factors that the industry has long competed on should be eliminated?

For example, when the Nintendo Wii came along, it didn’t compete head on with Sony’s Playstation and Microsoft’s Xbox. It differentiated itself.

Instead of focusing on superior graphics, storage or connectivity, it focused on the user experience — games that were easy to pick up and play thanks to the motion controller, and games that appealed to different demographics; for example, young mums.

Source: Business Model Alchemist

Like Nintendo, we all need to adapt to changing circumstances and provide value in order to survive — this applies to people and businesses.

Restaurants are not immune.

FREE EBOOK

The Business Case Alternative - How to support disruptive innovation at a large company

Download our ebook to discover an alternative approach to traditional business cases to successfully empower your people to experiment with new ideas and take a metered-funding approach to corporate innovation.

No items found.
No items found.

Steve Glaveski

Steve Glaveski is the co-founder of Collective Campus, author of Time Rich, Employee to Entrepreneur and host of the Future Squared podcast. He’s a chronic autodidact, and he’s into everything from 80s metal and high-intensity workouts to attempting to surf and do standup comedy.

Ask me a question!