Case #1 uses a commission-free business model with low asset ownership and a predominantly voluntary workforce

A consistent increase in consumer listings (>30%) during the initial lockdown period (i.e. March 2020) was observed

Hybrid (restaurant self-delivery) business model (∼80% of orders fulfilled by partners). Before entering delivery logistics (in 2018), UK self-delivery was running at an EBITDA of 55 points

Core strength development in dinner-time orders (i.e. 17:00–22:00) expanded to lunchtime orders following large-scale onboarding of >300 large fast-food businesses (including some exclusive food business operators)

Logistics-based business model (i.e. fulfilling most delivery orders)

During disruptive periods, new e-commerce capabilities and services, particularly service expansion to groceries and packaged goods

Spearheading safe food provision through a platform to partner interaction

Use a commission of up to 35% per order, depending on the courier type

An extensible platform architecture aiming to accommodate changing service providers wherein increased service/product procurement occurs

Business model-driven growth

Hybrid business models with multiple go-to-market channels (with or without self-delivery logistics delivery)

Interactive platform incentivisation and gamification strategies (user leader boards, competitions, badges and share summaries)

Exploitation of primary and third-party digital marketing

Near-zero downtime (<3 days) following COVID-19 pandemic lockdown measures

Data gathered with a focus on optimising the order processes for the customers and the restaurants

Improved application operation development

Wider implementation of last-mile robotics (delivery)

Continuous development and self-governance of marketplace interactions

Provides support and significant sales, marketing and technological optimisation for individual food business operators

Predictive analytics and AI to ensure the positive experience of the customers, restaurants and delivery partners

Reduced downtime via adapting daily operations and incentivising partners to adhere to government regulations (safe operation)

Leveraged consumer data and feedback to continuously improve functionality and service offerings

Rapid process restructuring following initial restrictions to the COVID-19 pandemic in the UK

Ecosystem development via support for smaller food business operators joining the platform ecosystem through account management (sales, marketing and technology) and optimisation previously unachievable for emergent firms

Unprecedented user activity (>10,000 user listings per day) due to a flexible and diversified operating model

Continuous A/B testing of additional platform features based on user feedback (i.e. new channels to support the C2C sale of user-made food and crafts

Products procured according to available surplus

Onboarding of >300 businesses in a three to six-month period

About 5,000–7,000 new restaurants joined the platform from March 2020 to September 2020

Offering of >150–170 different cuisines

Onboarded 1,400 additional partners following the UK’s COVID-19 pandemic-imposed lockdown

Expanded partnerships with grocers and supermarkets

Introduction of service delivery of groceries, packaged goods and hot meals

Strong extensible nature (i.e. product – SKU – variety) given swift process/operating model adaptions in-line with demand-supply fluctuations

Expanded partnerships

Increased consumer choice and convenience

Leveraging a voluntary workforce to cater to specific strategies, categories and foods of interest (i.e. short-expiry-dated products)

Extensive service offering growth of >150–170 different cuisines, giving customers greater convenience and choice

Additional 1,400 partnerships allowing customers to have an array of product varieties to choose from, and improved in-app recommendations based on previous order history and AI-generated alternatives

Increased workforce flexibility (i.e. dynamic “gig economy” workforce)

Reduced order turnover time

Offering multiple channels of C2C sales efficiently

Leveraged volunteers reduced contractual complications

Surplus-defined supply of products

Effectively managing an excessive number of actors

Effectively managing an excessive number of actors

Offering multiple products in an efficient manner

Leaner ordering processes

Application-based data heuristics (i.e. short-expiry dated products) automatically assign priority and advertisements on the application as suggestions

Short- and long-term supplier contracts

Investment into platform commission reduction (>£1m) for restaurants and subsequently reduced platform usage costs to allow a more forgiving ecosystem

Short- and long-term supplier contracts

“Gig economy” workforce whereby self-employed delivery partners are assigned work based on real-time demand

Increased “dark kitchens” utilisation

Mixed partnership strategy incorporating both short- and long-term supplier contracts

Greater accuracy of application-based (user and order) data collection and usage, encompassing data heuristics

Improved bidirectional connectivity (consumers-suppliers) via direct application alerts

Additional functionality (consumers can request required items and organise contactless collections), increasing network economics and consumer satisfaction

Swift collaboration with government sources and lobby groups to communicate all necessary government advice in partner restaurants

Updated application functionality with improved user integration and order visibility through order and recommendation alerts for partners and customers

Added safety functionality (i.e. contactless delivery and drop-off) and guidelines for all partners/customers

Updated application functionality with improved user integration

Improved consumer experience through continuous feedback, platform-user coordination and feature evaluation

Near-zero inventory model: fresh produce – maximum one day, frozen produce – maximum three days; investment into the cold chain

Higher (B2C and C2C) food waste redistribution statistics (>10,000 listings in a single day)

>5.4m portions of food shared and >720m litres of water saved

Education to partner restaurants and platform users by providing blogs (i.e. recipes for surplus food) and up-to-date information on cooking oil recycling initiatives

Discounted meals on surplus and redistributed food to NHS

Used bicycle deliveries constitute most of the partner logistics

Published articles on food poverty and partnering with the UK Department for Environment Food and Rural Affairs (DEFRA) (committed to waste reduction)

Educational instigating behavioural change (food businesses and consumers)

Demand sensing heuristics

Near-zero inventory model

Rapid human resource provisioning allowed ample surplus produce to be redistributed promptly

Nationwide flexible, voluntary workforce meant near-zero operational downtime following the COVID-19 pandemic onset as human resources were coordinated accordingly in real time

Collaboration with the Sustainable Restaurant Association to spread and encourage food waste awareness through multichannel interactions

Near-zero operational downtime following the COVID-19 pandemic onset

Partnership with Veolia for waste management services designed to build a circular economy and preserve scarce raw materials

Flexible/interchangeable supply due to demand-driven resource provision (“gig economy” workforce)

Minimal utilisation of redundant staff/resources given partner flexibility

Elimination of dead stock through charitable or promotional means

Streamlined order fulfilment through dynamic demand-driven human resource provisioning

Minimal redundancy (i.e. dynamic supply-base and resource utilisation) given dynamic shifting of the workforce leading to swift time to recover

Digital tools and monetisation strategy

Innovative digital marketing and educational schemes to incentivise sustainable purchasing and consumption habits

Reduced negative externalities through active parametric monitoring

Monetisation strategy based on local food businesses completing transactions to redistribute food waste

Successful integration of several technologies to analyse location-based consumer behaviour feedback to monitor demand better

Use digital tools (i.e. AI and geo-localisation) to optimise operations (i.e. localised demand sensing)

Transfer of surplus food to third-party waste distribution platforms

Improved demand forecasting, helping to minimise waste

Introduction of table service, allowing customers to use the app to place their orders in restaurants

Transfer of surplus food to third-party waste distribution platforms

Digital marketing

Integration of location-based technologies and educational schemes

Local valorisation of waste