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Zomato Presentation

Zomato's current revenue model differs from competitors by having a more interactive interface and supporting more languages and restaurants. It focuses more on B2B while Swiggy diversifies. Users can view menus, read reviews, and order online or through Zomato Pro. Growth drivers include increased smartphone use, expanding to smaller cities, and increasing order frequency. The acquisition of Blinkit will help Zomato expand its B2B segment and potentially act as a warehouse/cloud kitchen to reduce delivery costs and increase profits using Blinkit's quick delivery capabilities and inventory insights.

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Narayan Singh
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121 views11 pages

Zomato Presentation

Zomato's current revenue model differs from competitors by having a more interactive interface and supporting more languages and restaurants. It focuses more on B2B while Swiggy diversifies. Users can view menus, read reviews, and order online or through Zomato Pro. Growth drivers include increased smartphone use, expanding to smaller cities, and increasing order frequency. The acquisition of Blinkit will help Zomato expand its B2B segment and potentially act as a warehouse/cloud kitchen to reduce delivery costs and increase profits using Blinkit's quick delivery capabilities and inventory insights.

Uploaded by

Narayan Singh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Serving and slicing since

2000 
E V E RY M E A L M AT T E R S

Kshitiz Mathur
Manan Gupta
Narayan Singh
Pranjal Sharma
Current Revenue Model Of Zomato
Different From The Rest Of The Competitors
In The Market
• More interactive interface
• More restaurants as compared to Swiggy
• Focuses more on b2b whether Swiggy is focusing on diversification
with a launch of genie
• The Zomato mobile app supports more than 30 languages and works
in most of India.
• Users can view menus, read reviews, share their own dining
experiences, plan deliveries and even order online for takeaways.
• Zomato pro can be used for dining out as well.
BCG Matrix And Ansoff Model
Difference Between Zomato And Its
Competitors
• Zomato can position itself as India's first organic food aggregator providing
healthy options for health-conscious people. It can hit the pain point of hosteler
and the working population by providing homemade food to them at affordable
subscription plans by providing employment to housewives which will create
goodwill for them without increasing their cost aspect
• Differentiation – currently Zomato is battling with its competitors in the b2c
segment and post covid it has already lost near about 30% of market share to its
competitor – Swiggy whereas the b2b market is still in a nascent stage and
zomato can use its services like -
• Changes it to a farm-to-fork by introducing super cloud kitchens
• White labeling
• And with the help of a b2b presence, they can also transform their business from
a platform aggregator to a chain of cloud kitchens which will eliminate their
dependency on restaurants and will also make their business cost efficient.
Growth Drivers Of Zomato
• There are three major growth drivers.
• First one is, of course, the increased smartphone
penetration which will get more users onto the
platform.
• The second growth driver is penetration into tier-ii and
tier-iii markets. The third growth driver is increased
frequency.
• In metro cities, the penetration of online food delivery
is somewhere close to 60-70%. So the only way to get
growth in the top 10 cities would be increased
frequency. If you put all these three things together,
you can easily get growth of 20-25% and maybe
another 5-7% of growth.
Moderate- Low-
Can be eliminated by High Entry Barrier
developing their own cloud Duopsony market
kitchen
By providing wide customer
base to restaurants

Buyer Power
No substitution Very high-
As of now since it’s in a food Low switching cost.
industry Can target customer
sentiments by using CSR
activities
Subscription model for low
cost meals
B2B Market Expansion
• Hyperpure – farm to fork – become a supplier/ sell more value-
added services to customer

• In order to grow in the food delivery/aggregator business, there


are only options either to become a supplier or provide value-
added services to customers

• They can also enter the Event management business by


acquiring event management companies like outbox

• Tech companies worldwide have started to realize that


monopolizing distribution is not enough for e-commerce
marketplaces to corner massive profit margins. In fact, the
secret of value extraction lies in two broad strategies: they can
become a supplier themselves (through private labels) on the
marketplace and sell more value-added services to ‘product
creators.
Zomato – Blinkit Acquisition
• Blinkit clocked an average delivery time of fewer than 15
minutes in May 2022.
• Blinkit has visibility into approximately 4,000 SKUs (stock-
keeping units) across a variety of product categories.
• In May, Blinkit did a gross order value (GOV) of Rs 402.8
crore, which is about one-fifth of Zomato’s monthly average
food delivery GOV in Q4FY22.
• Blinkit recorded 79 lakh orders in May with an average
order value of Rs 509.
• It had 2.3 lakh customers transacting on the platform in
May
Future Aspects
• Blinkit comes in with its deep understanding of product-supply chains that involve warehousing,
movement of goods from warehouses to dark stores, monitoring inventory stored in various locations,
optimising picking and packing of orders, among others.
• This can help Zomato to expand its B2B segment and it can also act as a warehouse, Cloud kitchen, or
both based on analytics data indicating demand for FMCG goods or any specific food item
• Blinkit also facilitates last-mile delivery of products to customers from the dark stores. The delivery
radius for a dark store is typically less than 2 km, which allows for quick delivery of products and this
can help Zomato’s food delivery business by reducing costs and increasing its profit.

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