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Informed by the role and script theory, this paper aims to explore workforce and customer experiences related to service delivery under the sharing economy. The study is expedient as the sharing economy spreads its disruptive innovation across the hospitality industry.

This paper applies a qualitative approach, sourcing online data from virtual platforms.

The results indicate both positive and negative experiences for customers and the workforce, and the paper highlights the challenges of fragmented service delivery as a result of service delivery mediated through mobile applications.

Food delivery mediated through mobile applications is likely to expand as more households are lured by its convenience. This change has implications for both restaurants and the workforce.

Although a growing number of studies analyse the impact of the sharing economy on the hospitality industry, much of the focus has been on accommodation, and the impact and implications for the food-service segment has not been thoroughly investigated yet.

There is a strong need for companies to monitor customer-generated content of social media, not only about themselves but also about competitors, to deal with competition and to assess competitive environment of the business. The purpose of this paper is to help companies with social media competitive analysis and transformation of social media data into knowledge creation for decision-makers, specifically for app-based food delivery companies.

Three online app-based food delivery companies, i.e. Swiggy, Zomato and UberEats, were considered in this study. Twitter was used as the data collection platform where customer’s tweets related to all three companies are fetched using R-Studio and Lexicon-based sentiment analysis method is applied on the tweets fetched for the companies. A descriptive analytical method is used to compute the score of different sentiments. A negative and positive sentiment word list is created to match the word present on the tweets and based on the matching positive, negative and neutral sentiments score are decided. The sentiment analysis is a best method to analyze consumer’s text sentiment. Lexicon-based sentiment classification is always preferable than machine learning or other model because it gives flexibility to make your own sentiment dictionary to classify emotions. To perform tweets sentiment analysis, lexicon-based classification method and text mining were performed on R-Studio platform.

Results suggest that Zomato (26% positive sentiments) has received more positive sentiments as compared to the other two companies (25% positive sentiments for Swiggy and 24% positive sentiments for UberEats). Negative sentiments for the Zomato was also low (12% negative sentiments) compared to Swiggy and UberEats (13% negative sentiments for both). Further, based on negative sentiments concerning all the three food delivery companies, tweets were analyzed and recommendations for business provided.

The results of this study reveal the value of social media competitive analysis and show the power of text mining and sentiment analysis in extracting business value and competitive advantage. Suggestions, business and research implications are also provided to help companies in developing a social media competitive analysis strategy.

Twitter analysis of food-based companies has been performed.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This research paper performs a sentiment analysis on the tweets of three food delivery app companies operating in India – UberEats, Zomato, and Swiggy. Most of the incoming tweets from customers concerned ordering and the delivery tracking experience, as well as the quality of the food. The public nature of Twitter means data about competitors can be analyzed to carve out a competitive advantage. Leaders and managers are therefore advised to create a strategy for social media-based competitor monitoring and competitor analysis, and to boost the opportunities for customers to experience positive emotions when interacting with the company on Twitter.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The learning outcomes are as follows: to understand and examine the strategies that help platforms fight competition and manage networks; to analyse the role of platform governance in the management of the networks and partners’ trust; and to evaluate the strategic risks of disintermediation and multi-homing firms face while trying to sustain profits and capture value.

The case presents the dilemma faced by Deepinder Goyal, the young founder and CEO of Zomato in formulating the growth strategy for its food delivery platform, struggling to retain its market leadership position amid intensifying competition and other challenges during the COVID-19 pandemic. Zomato has become a public company with an IPO announced in mid of July 2021. Therefore, there is growing expectation for profitability among its shareholders and investors considering tailwinds of COVID-19 crisis, which have given the push towards adoption of food delivery among the customers. This has also resulted in increased competition in the industry. On other hand, there is growing dissatisfaction among its restaurant partners who have been hit hard by COVID-19 and struggling for survival. CEO Deepinder has to find how he will ensure the long-term growth for Zomato to tap the growing food delivery market in India and regain its restaurant partner’s trust.

The case is intended for post-graduate courses (MBA, PGDM) on digital business strategy or strategic management of technology-oriented businesses. The case can be used to understand the nature of competition and different strategies for platform-based businesses in the digital world. The case can also be used to study the role governance can play in efficient value creation and capture on the platform by the partner entities. Finally, the case also highlights how are platform businesses are coping with the Covid challenge. There are no specific prerequisites but knowledge on basic strategy concepts and platform business concepts will be good for better understanding. Level of difficulty is medium.

Teaching notes are available for educators only.

CSS 11: Strategy.

Innovation is a key driver of growth in the twenty-first century economy. Organisations of all types are increasingly relying on innovators to create and deliver this key driver in a constantly changing, globally competitive business environment. We need to understand innovation – what it is, how to harness it, why it is important and what frameworks and tools are useful for product, service, experience design and beyond.

The purpose of this chapter to introduce the principles of design thinking and its role in creativity and marketing as well as some of the organisations that are using it in order to spur innovation and how they are using it effectively. The chapter examines some of the results and best practices for how organisations, and their creative leaders, can use design thinking effectively. Last, the chapter provides some insight into the future trends of design thinking.

Enabled by pronounced advancement in technology, branded apps have dramatically changed how consumers communicate with brands. However, despite the proliferation of mobile apps, brands are struggling to engage users. Without engagement, a mobile app is unable to attract continued usage and brands are unable to establish relationships with consumers. Grounded in construal level theory, this study aims to adopt a fresh perspective to examine the determinants of psychological distance, which plays a key role in branded app engagement.

An online survey with valid data from 396 app users of UberEats, Foodpanda, 7-11 and FamilyMart in Taiwan was conducted.

Perceived synchronicity, localization, homophily, ease of use and design aesthetics are the key determinants that drive branded app engagement, which, in turn, facilitates continuous app usage intention, a positive brand attitude and brand loyalty.

This study contributes to the literature by revealing the five determinants of psychological distance that exert impacts on the establishment of branded app engagement. This research provides valuable findings that practitioners can emphasize to drive branded app engagement.

This case allows students to critically analyse the business model of Zomato which is a multi-sided platform/in the foodtech industry. It helps students to critically analyse how firms enter into the global market to create value and maintain dominance over the local market (especially in a large market such as India). The case can also be used to introduce students to the business canvas model by analysing foodtech start-ups. The outcomes are as follows: to understand the Business Model Canvas as a tool to describe and analyse the foodtech business such as Zomato’s, based on its value proposition and the way it sells its services; to conduct a value chain analysis and analyse the business models adopted by foodtech companies; to understand how Zomato can aim at global value creation; and to design a clear growth strategy and evaluate Zomato’s options to internationalize or expand locally.

The year 2018 was an important year for Zomato as it geared up to chart new heights amidst the changing dynamics of the industry on one hand and a co-founder exiting the company on the other hand. Zomato was incepted in 2008 as a restaurant discovery platform offering users the ability to access restaurant menus and post online reviews. It provided a range of value-added services for both its restaurant partners and end customers. Its vertical integration enabled it to grow its revenues across its three lines of business, namely, dining out, delivery and sustainability. Zomato was an early internet start-up that expanded rapidly in the international markets. In the past ten years, the company both scaled and rolled back its operations with unique lessons learned in each market that paved its path for success both locally and globally. The domestic market was being dominated by a few large players sharing the market. Reports by market intelligence firms showed that Swiggy, the closest competitor was starting to dominate Zomato in India [1]. Deepinder, CEO, Zomato’s dilemma for adding value and increasing revenues by weighing options of whether the company should strengthen its presence in the domestic market, or, venture into foreign markets or serve both local and foreign markets.

This case is appropriate for postgraduate courses in Strategic Management or International Business.

Teaching notes are available for educators only.

CSS 5: International Business.

The core idea of this paper was to empirically evaluate the factors affecting the choices of consumers while ordering food online. The goal was to explore consumer behavior in the emerging industry of online food delivery business in an emerging economy, Bangladesh.

This paper used a qualitative and exploratory approach through the collection and analysis of data from a total of 177 survey respondents. Statistical analyses of all collected data (utilizing t-tests and factor analysis) were used to conclude the factors important to consumers in ordering food online through online food delivery intermediaries.

Results showed delivery time, service quality, price and condition of food delivered as factors constitute the first factor considered to be directly affecting the success of online food delivery. Variety and number of restaurants, menu, delivery tracking service and attitude of a delivery person are found to constitute the second factor and considered as indirect factors.

Online food ordering has been a very emerging sector globally and also a recent phenomenon in Bangladesh. The development and the availability of the internet combined with the busy life schedule has prompted businesses to address another need among consumers, the need to deliver foods at consumers' doorsteps. Understanding the consumer landscape better would help realize the full potential of the e-commerce platform as it can influence the economy, businesses and the quality of life of people.

The online food delivery business is new and growing and demands greater researches for better understanding by academicians and practitioners. This paper expands the limited existing research related to the online food delivery business and explores consumer behavior in the industry. From a managerial perspective, the paper contributes to understanding the consumers more broadly.

By late March 2014, the ridesharing company Uber was on a roll, rapidly expanding service to untapped markets and gaining new, enthusiastic customers, as well as a few vocal and visible detractors. Uber’s innovative organization of the supply-demand matching process produced eager customers who recruited others. Buzz marketing and aggressive recruitment of drivers augmented growth.

This case presents Uber as an example of a middleman adding real value for consumers and upstream suppliers (limo drivers). Unlike Tesla, which battled to sell cars directly to the public, Uber created value by adding a layer between limos and prospective riders, organizing the market for convenience and transparency for both sides. Where Uber stirred up the competitive equivalent of a hornet’s nest was with expansion from the livery car market into the taxi service market with UberX. The material allows for a lively discussion around disruptive digital technology and the firm’s business model.