Food delivery business model

There are mainly three business models

- Order only model
- Order and delivery model
- Order, Delivery and Cooking model

What are these companies mainly into ? - Restaurant aggregators, Online to offline, 8 countries,
225 cities

Value proposition
- Save time
- Provide convenience
- Decision convenience
- Access convenience (Variety of cuisines to choose from)
- Transaction convenience (easily using online payment)
- Benefit convenience
- Post-benefit convenience
- Variety of prices
- Delivery experience

Key partners
- Driver partners
- The pool of riders is finite. Whoever grabs the riders will win the race. The riders
don’t have sticking power and it is easy for them to switch between players
- Agents
- Key restaurant chains such as Mcdonalds in Singapore and Phillipines, Wendy’s
Indonesia, Baskin Robbins, Coffee Bean and Tea Leaf and Tasty kitchen in Indonesia
(400 outlets for the Indonesia outlets alone)
- Media partners related to lifestyle to promote Grabfood
- Investors - $7.3B over 22 rounds, Latest was the corporate round (after series-H
funding)
- 7.1 million partners in Southeast Asia
- World bank to provide them data on transportation
- Toyota has invested in Grab for 1B$ - Their belief in future of OEM also from the
hardware
- Ubereats provided scaling infrastructure, maps, ubereats business.
- Grab rewards program (consumers can claim rewards based on Grab’s partnership with
many providers of F&B, lifestyle, health and fitness, Grab services, bank partners etc)

Key resources
- Algorithms
- Route optimization algorithm to ensure fastest delivery time
 - Demand prediction algorithm to deploy drivers in certain areas
- Matching algorithm to match the rider with the most likelihood to get from the
restaurant in the fastest time
- Grab kitchen space to ensure consistent packaging, food quality, accessibility to various
cuisines and dine-in experience as well (currently team formation in progress - open
200 kitchens)
- Payment with Grabpay
- Grab-wheels business (in progress)

Revenue
- Tiered Commission based on every order placed (Commission collected from the
restaurant and percentage given to drivers from that)
- Delivery charges from end customers
- Advertisement based commission charges (promoted categories)
- Subscription model(MRR) for Grabfood consumers

Cost structure
- Salary of Staff to develop and maintain the app, marketing for more customers to
onboard and for existing customers to reuse the app, Salary for operations staff for
training the partners and relationship management with the partners, training them to put
only those that they would allow for delivery
- Cost of technology infrastructure for cloud space and for third party applications
- Cost of kitchen spaces

Key metrics
- Orders per month - (about 40% market share, Grabfood has about 30%)
- Product level ways to measure
- Cart Abandonment rate
- Daily Active users(those who place an order) / out of
- MRR
- # of subscriptions
- Orders that the riders can deliver per hour (Utilization rate)
- Revenue due to big, small and mid-tier restaurants
- Average order value from end customer
- Bundle deals to increase the average order value
- Merchants that offer slightly higher basket values

Key activities
- Ordering
- Aggregation of the catalogue of different restaurants
- Location based view of restaurants
- Search based on cuisines, restaurant name and food item name and recently
ordered food
 - Delivering
- Fleet management (training, staff schedule planning, managing staff in multiple
areas)
- Efficient deployment of driver partners - Internal forecasting tools by
neighbourhoods and time of the day. Based on those forecasts, riders get a lot of
information about what kind of demand they can expect and what time they can
work

- Cooking (Grabfood does not handle this)

- Priority to online food delivery v/s walk-in orders (How fast they can prepare, a
good benchmark is the time taken to serve a walk-in customer )
-

What is going to happen in the near future

1. Restaurants will not want to integrate ten different services into their workflow, and will
naturally congregate towards the one or two dominant platforms, who drive the most
significant volume of daily orders
2. Software-only marketplaces (a la Just-Eat) will try to bring delivery in-house, while on-
demand restaurants (a la Maple) will outsource it
3. As on-demand services and last-mile delivery options proliferate, consumers’
expectations will increase rapidly, and currently nice-to-have features like real-time
courier tracking will soon become indispensable
4. Meanwhile, Fast-food 2.0 companies will eventually come to the conclusion that building
and running their own nationwide delivery infrastructure would require enormous
investments, and pose great challenges as competition for couriers heats up, and will
instead turn to third-party providers
5. Insights based on data and optimizing the menucard for that experience
6. Promotional campaigns for special days
7. Future trends such as order online but dine-in could be part of the experience as well
8. On-demand marketplaces will unleash a wave of new “virtual” restaurant chains.rent
space in industrial kitchens located in their delivery area of choice, and test new
concepts on the cheap, the on-demand marketplaces acting as discovery/distribution
channels for them
9. Drones will supercharge this shift and the competitive advantage of on-demand
marketplaces. On-demand marketplaces will accumulate droves of data about
a. Delivery routes
b. Demand patterns (correlation with the weather, the day of the week, sports
events, distance to/from payday, etc.)
c. Food preparation characteristics
 10. Grab’s co-founder says safe and accessible transport solutions. Multitude of services -
2,3,4 wheelers, private hire taxis, shuttle, help fully integrate into public transportation,
grab provide bike, bus, shuttle, 1 booking that provides end to end transportation

Challenges

- Small purchase volumes across highly variable time periods during the day
- Delivery times that impact the buying behaviour of customers (food might turn cold,
customer needs to wait for order to arrive etc.)
- Some innovations by Grab (Introducing the concept of GrabKitchen based on demand
data) - No rental from partner restaurants, only available for partners who already made
a certain amount with Grabfood

Challenges faced by Grab initially

- Difficulties downloading the app
- Restriction to only pay by Grabpay when people had option to pay by their cards

Market sizing question

- Number of restaurant partners (GrabFood around 4000, Deliveroo around 4500,
Foodpanda around 6000, Still potential to capture around 4000 more restaurants and
12000 hawker centres)
- Number of rider partners
- Number of customers on the platform
- Orders per month ()
- Total addressable market ($250 - 300m)

Product challenges and how we can solve them

1. For the end customer, Grabfood

a. locks the customer by location, customers do not have access to all restaurants
in Singapore, thereby limiting the customer persona to only specific restaurants
or even worse have (This limits the customer persona to only those who
frequently dine in the nearby restaurants)
i. Solution
1. Use case where customers are in places where there are no
restaurants at all
a. Provide them with a search function that can help them
discover restaurants farther than their location, mention
that it will be higher delivery charges (Record time,day,
search keyword, restaurants that were browsed and the
restaurants that was eventually picked) and if they accept
on a minimum order size and delivery charges, then accept
their request.
 b. The next time on the same day, notify the grabfood
customers of similar listings as well (market it in a way that
it will help cover their costs of going to the location) -
optional

c. Another solution could be in a long run to

share these data to the restaurant partners to influence
them to open restaurants in those locations.

2. Use case where customers are in places where the favourite

restaurants/cuisines are not there
c. Same solution as above

b. Does not inform the customer that the driver has arrived
i. The customer would most likely be busy with some other activity.
ii. From a product perspective, the customer should be notified of an SMS
or a push notification once the food arrives based on location of rider and
the time spent in the same location
c. Arrives later than the promised time
i. Routing algorithm in driver’s app should be optimized to prioritise the
delivery time shown in customer app.
ii. If that is correct means, feedback collection on late delivery over app from
customer to rate the driver and restaurant. System should figure out the
longest delay in that process and deboost that stakeholder

d. Should allow to use multiple payment options

i. Depending on the number of customers with this complaint, we can alter
this. However grabpay is good in the longer run as payment gateway
charge margin.

e. In-app chat or a navigational window to look at common questions will be good

i. Chatbot that can help customers quickly navigate to the answer for the
questions/keyword search (Transactional chatbot at first) to ease pain of
discovery
ii. Next chatbot can start collecting feedback to pass to the feedback
collection system
f. Restaurant's menu back to the home list of restaurants still needs improvement
i. User experience design can be better to go to the home page faster.
g. Does not have the correct items
i. Solution - Food does not have
h. Food packaging in dilapidated condition
 i. Operational issue, again collect feedback from customer on this and
reduce points for restaurant and driver
i. Restaurants prioritizing walk-in over online food delivery
i. Again points based on average preparation time and how much time this
restaurant took to prepare
j. Search results provides results of restaurants that are closed/not in business.
Can have a feature where the restaurant partner is able to key in only when they
come to their shop

2. For the restaurants and rider partners, Grabfood

a. is not consistent with on-time payouts or instant payouts
i. Integrate with a payouts system provider
ii. (or) if it is too costly, process payouts with an increased frequency than
the current frequency and see which works better for most (could be
based on collection of feedback from account manager)
iii. From a product end, the maximum that could be done is showing the
amount that they have earned when partnering with Grab on a weekly,
monthly and daily basis, the list of popular items that was ordered and
any good/bad feedback from customers
b. Special instructions are not appearing clearly
i. Design issue - See for boundary scenarios on the number of characters
that can exceed this limit and set the rules
c. No notifications when order comes in
i. Backend engineering issue - Have app running in the backend even when
the

Interview questions for 26/02/2019

1. Tell me about yourself

 2. What are some of the product metrics that you handled for enterprise product?

Business metrics

- Conversion metrics
- Percentage of people who went from landing page of the leads generation form
to number of people who actually signed up for a demo
- Percentage of people who went from basic subscription to a paid version
- Provision of a free trial period e.g 14 days
- Email drip campaign
- Thank you email
- Next steps email
- Checking in/feedback request
- discount/special promotions
- Trial deadline reminder
- Different call to action buttons (A/B testing)
- Boosting their listings in the favourite picks section in the marketplace
- Percentage of people who came from a partner website to eventually signing up
as a user

- Monthly recurring revenue

- New business MRR - For new customers to sign up and use our service
- Expansion MRR - For existing customers to sign up for add on services provided
by us as highlighted in the software
- Seek website building services (content on website and newsletters)
- Seek spaces for them to work in (booking platform for them to book the
slots in the spaces - manually managed in the backend)

- Customer acquisition cost (CAC) - 746$ (for b2b customers) with a 2 month sales cycle
on average - The CAC is profitable only when the customers spend 15 months with
Verlocal

- Lifetime value - Assuming average value for 1 customer is 1000$, 5% commission and

- Churn -

Product metrics
- Monthly Active users (users out of the total who are using a specific feature)
- NPS score
- Customer support that they received in the website
- Experience when receiving payouts
- Experience when somebody makes a request
- Experience for someone in the first month after purchasing the paid version
 - # of listings that are published in a certain month
- Session length
- # of social media listings shared
- # of scheduled events/# of active listings
- # of customers with discounts - time of the year, quantum of discount and vertical
- # of bookings per host per month
- # average value of 1 booking
- # revenue from bundles
- # revenue from gift certificate

North star metric

- Increase number of new paying customers by 15% MOM
- Launch into atleast one new vertical

Key influencers of north star

- Sports and fitness vertical
- Repackaging pricing model to change MRR pricing
- 35% decrease in time on signup page
- 20% decrease in payment page bounce rate
- Increase number of new signups

3. What are some of the product metrics that you handled for Parkway Pantai’s patient
products?

Patient’s metrics
- #bill estimations requested over app / #bill estimation enquiries received

4.Quick walkthrough of your resume

Sure, I’d love to. I’m currently leading the PM team at Verlocal, where I have been leading the
team for the last 6 months.

I got into product management by accident, but found that I like scoping problems and working
with people across the organization. It provided me an ability to see things from a 360 degree
view. I realized that i liked listening to customers, understanding exactly what their issues are,
and figuring out how technology can simplify their lives.

After I graduated from college, I joined a software services company in India called Cognizant
Technology solutions as a software engineer. Here I developed search modules for the retail
drug chain in the US, inventory management module for Walmart as well as dashboard to track
the inventory levels for Walmart for its stores in the UK. Later i joined the tech team for
Redgrape business services where i lead the

I stepped in as product manager where I stayed for 2 years, eventually taking control of the
entire suite of digital products used by the patient from Parkway. I developed modules which
helped patients to book appointments, content management system for patients to get
personalized health articles, teleconsultation, online bill estimator, prescriptions and referral
letters and get medications delivered to their nearest touchpoint. I worked with inhouse(15) and
outsourcing product teams(7) to conduct research, identify patient needs and design process
workflow across all business units.

I’m currently heading the PM with Verlocal, where I manage the entire product personalization
features. I recently launched a feature for freelancers in the sports and fitness industry. This will
help them collect recurring payments from their customers and sells packaged classes. Initially
created for sports instructors, this has also seen adoption from other freelancers who have a
loyal customer base. This has resulted in about a 15% increase in GMV for Verlocal.

Outside of work, I do a bit of mentoring for my fellow MBA students from SMU. I also take time
to speak in General Assembly.

I have worked in early stage greenfield products and been part of the launch. I am currently
looking now for a PM role in mature products where that are focussed on customer retention
and loyalty. The impact of one feature will be multiplied with so much of data and the
prioritization of the features would be really exciting

Why do you want to work here?

- Want to be part of Data driven culture because i like working with data.
- Grab’s focus on enriching the livelihood of freelancers and merchant partners across
southeast asia is something very exciting

Why should we hire you?

- Good PM because of my own experience in enterprise products first for Parkway and
then for Verlocal. Success in delivering impact in metrics

Why are you leaving your current role?

The current company and the team are both something i like but currently there is a possibility of
running out of funds and hence my decision

In 5 years?
 - Build something on my own in 5 years’ time
- Product management has always been a space that provides the best chance of achieving it
`

Strengths

Good communication - problem was with doctor inform sync, getting buy in from people for doc
info governance, arranged multiple sessions with individual people explained time and cost
savings in hours , also provided timelines with their individual commitments required. Comms to
engineering as well. Communications with engineering well in advance helped to identify areas
of overlap and asked them to incorporate before.

Problem solving - problems was with acquisition of overseas patients , one idea was with
developing online drug delivery solution for our Doctors, initial proposal by management was to
develop from scratch , proposed idea to SSO with one of the Pharma providers who had an
online presence, was appreciated.

Weakness

I can sometimes get distracted at work with too much focus on firefighting and spend less time
on the building of new features

sometimes wrong assumptions can lead to bad decision making - example of this is that I tend to
assume certain things are implemented in much less time than reported by engineers. Hence I
used to underestimate certain things.Over a period of time i happened to estimate team
velocities better. So I have made it a point to listen to architects and ask relevant questions
before taking a decision.

Co-workers consider my strengths

Take up ownership, sharing experience and learning, will to pursue, Accepts all tasks very
positively, Understanding the problem thoroughly.

Leadership

Leadership - Doctor info governance, validation of the idea

- Marketplace is where merchants put their listings for a higher commission rate

Redesign
 - Improvement needed to optimize conversion funnel
- Landing page separation
- Consistent and improved readability guidelines
- Payment page - card photo feature and store payment for future use, capture signup
details when the user finishes purchase by asking him to reset password through a set
password link over email
- Capture details in multiple steps rather than a single long form
- For new users, signup capture through facebook auto-login, rewarding users with
verlocal points on signup
- Metric - measured by funnel conversion improvement by 5%

Challenges

Situation - We had to build a bill estimation feature for patients. Pricing team not very
comfortable because competitors were still not revealing things

Task - I had to satisfy the interests of both parties.

Action - I reduced the number of procedures to the most common procedures, searchable by
patient only once for one procedure but however maintained the pricing to a single value
instead of a range.

Result - I was able to achieve patient satisfaction. Later on when the pricing team saw the
increase in query, i was able to improvise to more surgeries and to

Mistakes/Failures

1st DOBS

S - Patients wanted to get instant booking without going through the hassle of phone calls for appts.

T - I knew we can solve by integrating the calendar from both systems.

A- pilot with friendly doctors and then later plan to extend

R - Pilot was good for one month. But several lapses - doctor’s behaviour of maintaining multiple
calendars didnt fit well although we gave them a guide, some doctors were on DOBS but didnt use it,
patients booked and ended up not not visiting the doctor

Learning - they had multiple systems, and maintained calendar in their diary for patients and they
referred to multiple hospitals. Didnt make sense to have only for some doctors.

Conflicts

Another resource time

Successes

1st

- Situation - I saw people entering manually in many departments, I saw a potential for
integrating the information
- Task - I wanted to validate that this was a big problem and hence went around
departments. Many departments (around 11 systems using doctor information), I also
wanted to see the cost involved v/s benefits
- Activity - spoke with the architect, understood limitations, proposed multiple FTP
transfers in a single day. Standardized entering of doctor information in the central system
- Result - saw 100,000 dollars in cost savings every year because of this integration,
removed redundancy in entry of information, improved accuracy of data

2nd

Teamwork

1st

- Initial plan was to pass to patients so they can trend their lab vitals over a period of time
- But Doctor’s association wanted to have it approved by them before sending to patient
for medical reasons
- Workflow was triggered only when patient has seen the doctor as marked by the doctor
in the email
- Sensitive results was not shown to the patient
- Non-sensitive results was shown to the patient even without doctor’s approval
- Some non-sensitive results was sort of a grey area so only shown after doc approval
- Metrics measured
- #total approved/ #total approval requests sent (used to send to doctor
engagement team to engage with the doctor to understand more if there is a
better way to approve, most often the doctor is busy and is sometimes
customized based on doctor medical ID to do auto-approval

2nd
- Landing page layout with a video demo, rather than text
- Top 3 USPs explanation over messaging in email as well as in landing page.
- Landing page was the same from facebook and email campaigns and attracted the
freelancer with a business and a website but wanted to have reservations and payments
done
- Number of new signups increased by 40%, previously was 5 per month,moved to 7 per
month due to new process flows.
- #Conversion ratio for email campaigns
 - #Conversion ratio for facebook ads
- Change with images, text content, CTA button etc.
- Reduced the number of fields to be filled in (Email, First Name and Last Name to
Email and Phone number only)
- Auto sign up using facebook sign up feature
- Have name fields as optional,capture email and phone number only
- Having separate product workflows for first repliers and second repliers (First
replies to conversions increase in percentage by about 40%)
- First repliers - You just call direct them to a calendly link to set their date
and time
- Second and subsequent repliers - Follow the original workflow

5. Talk about 1 online product

● I am big fan of Linkedin

● The product
o Helps increase my professional visibility in the community through ability to write
articles, share posts and build an exhaustive online work profile
o Helps me to find information on jobs
o Helps me to enhance my skills
o Help me to updated with the recent happenings in the business community
o Helps me find inspiration by having a glimpse into profiles of successful entrepreneurs
and product professionals.
● The product also helps the business users
o Source candidates for positions
o Know more about prospective clients before meeting
o Advertise the company’s products and services
o Obtain leads through Linkedin marketing
o Publish content for engaging with their customers

How does it make money?

● Linkedin makes money through

o Marketing solutions (display ads)
▪ Page views
▪ Display ad revenue
o Talent solutions for recruiters
o Premium subscriptions from Linkedin end users
o Other partnerships

How would I improve it?

 ● Linkedin’s main product is their B2B offering through the talent and marketing solutions that
provides 80% of their revenue. However its success of B2B depends on engagement and traffic
from B2C users. Improving the user engagement metrics of B2C users is one way to improve the
app.
● Some solutions could be
1. Improvement in B2C offering
o Increasing the time spent and number of activities by B2C users by providing more
relevant features in the free version for
▪ Experienced professionals
● Incentivize the professionals to contribute to blog posts my making it
easier to create and publish content
▪ Fresh university graduates
● Provide university graduates with tailored online courses that can help
them upskill themselves for jobs they truly desire. The graduates should
be engaged well in advance of their graduation
2. Enhancement of B2B offering
a. Improving the feature offering for B2B users (hiring managers and recruiters)

Automated workflow for viewing similar applicants in the candidate pool in Linkedin
such as automated scheduling of interview with the applicant, conduct of screening
test and recording the progress of the interview for different candidates

The app solves a lot of problems for professionals such as me in

3. Helps increases the user’s professional visibility

a. Write posts
b. Share, like, comment posts
c. Write your own profile
4. Helps find information on jobs
a. Apply for jobs
b. Get notified of new jobs
c. Message connections for referral/coffee chats
5. Helps users develop their skills
a. Online learning courses through linkedin learning
b. Learn for monthly, yearly subscription
6. Helps user be updated with the recent happenings in the business
a. News feed
7. Learn from others career growth
a. View other’s public profile

Problems solved for Linkedin business users

8. Helps HR folks and hiring managers source candidates for positions

a. Subscription payment to use Linkedin features - monthly, yearly
b. Post jobs and job description
 c. Set criteria for relevant filters
d. Filter candidates who apply based on different criteria set
e. Helps target the right audience based on industry, role , years of experience, geography
and skillsets as Linkedin is a place for all professionals and fresh university grads
9. Helps BD folks know more about prospective clients before going
10. Helps advertise the company’s products and services
a. Personalized inmail
b. Ads on news feed
c. Publish Quality content

How does the product accomplish these goals? What makes it “neat”? What makes users fall in love
with the product?

11. Linkedin has a wealth of data on professionals that helps business users (HR folks) of MNCs and
those without HR division have Linkedin as a key tool for their targeting with internal analytics
tools
12. Linkedin’s internal process tools for HR makes their life easier to select individuals
13. Linkedin builds user base through network effect

How does it make money?

14. Linkedin makes money through

a. Marketing solutions (display ads)
i. Page views
ii. Display ad revenue
iii. Effective revenue per 1000 page views
b. Talent solutions (recruiters from big corporations)
c. Premium subscriptions

Understand key metrics

15. Users/Traffic - It has 500 Million users, acquires users by network effect (value of your network
increases as more and more of your business colleagues connect with you) and viral invites from
users (outlook uploader), started as a way to keep in touch with office colleagues, initial set of
users

16. Conversion - Visitors need to sign up in order to view second profile onwards and connect with
their professional network. So visitors become user based on professional need. Visitors are
prompted to complete their profile, add more connections and follow sources upon each visit.
Users get to have a trial period to try out premium features. In this trial period the features
market itself. Only 1% of all the users are premium users.

17. Referral rates - Users refer other users through their import outlook function when joining
mainly. This helps them to instantly connect with many professional contacts. Also initially when
acquiring new users, there was viral content on Linkedin which helped to create awareness on
 this product. “Recommendations” and “People you may know” are prompts in Linkedin. 100
users join Linkedin every minute. While some users join based on need, some others join based
on invites from other people who have these people’s email address
a. Incentive for referral - It should be because of people leaving company wanting to be in
touch. Hence others download

18. Engagement - 120 monthly active users, 100 new members per minute, 40 million students and
recent college grads, 1 of every 3 professional is on Linkedin, social media’s highest lead
conversion rate (2.74%), 70 million slideshare users. 22 pages per visit - that indicates that
content is so compelling and so beautifully arranged for navigation

19. Retention - Out of 500 million users, 120 monthly active users. Retention is pretty solid.

20. Revenue - Marketing tools for businesses to generate leads, Recruiters to find talent, End users
to find jobs
a. Marketing solutions (display ads)
i. Page views
ii. Display ad revenue
iii. Effective revenue per 1000 page views
b. Talent solutions (recruiters from big corporations)
c. Premium subscriptions

21. Costs - Marginal increase in cost due to addition of each new user (server space and customer
support cost)

How does it compare to the alternatives

22. For end users for the purpose of jobs

23. Company Websites, Recruiter company websites, Job aggregator portals based on location,
based on size of company, Referrals from friend or known person, Emails to company personnel
24. Because of a big user base, Linkedin enables discoverability of professionals not possible by your
existing network
25. Because Linkedin has a community of job hunters and recruiters, the visibility of your profile is
much enhanced compared to other job portals
26. Linkedin provides tools for career development at different stages in your career and when you
are in different companies

27. For business for the purpose of recruiting candidates

● Usual company websites, Company seminars or sessions in universities, Newspaper or TV ads

and Recruiters,
● Linkedin provides right tools to target candidates accurately based on unique requirements and
because the candidate’s database is very huge, it makes it easy to focus your efforts on this.
 ● Because of Linkedin’s ability to create a network effect, it is able to scale across countries
seamlessly and create a large customer base. That makes recruiters to source for global talent as
well

How would you improve it?

28. Linkedin’s main product is the talent solutions and marketing solutions that provides 80% of
their revenue. It is a B2B product than a B2C. However its success of B2B depends on
engagement and traffic from end users without creation friction in experience for the B2B users
- More B2B users will buy the solution.
Improvement in B2C offering
a. Improving the engagement of the B2C users by providing more relevant features in the
free version for
i. middle range management folks (incentivize continuous learning tools and
credits, assistance in writing blog posts, incentivize adoption to tools for hiring
talent, complete their profile, whether HR is interested in their profile, whether
the hiring has already been done)
ii. for fresh university graduates (jobs on skills, learning new skills for their
job interest, complete their profile, whether HR is interested in their
profile, whether the hiring has already been done)
iii. for industry veterans (more topics to choose, branded influencer tag to their
linkedin profile, incentivize adoption to tools for hiring talent)

b. Improving the feature offering for B2B users (talent hunters mainly here)
i. Workflow would mostly likely be around job description for different jobs,
candidate matching based on relevant matches, publishing different jobs,
tracking applications count, extending the period of job display, following up
with the applicant, viewing the applicant’s complete profile, viewing similar
applicants in the applicants team, scheduling interview for the applicant,
chatting with the applicant pre-interview through Linkedin to clarify basic things
, recording the progress of the interview and offering job - auto
recommendations for these activities.

- Monthly and yearly subscription fees. Suspect that the free offerings are too rich and it is
time to cut back. Distinction between free and paid users is not clear in Linkedin .But cutting
back on features in free version may affect traffic and hence Linkedin’s revenue from sales
and advertising
- Another method is to increase offerings in the premium features for people looking for jobs
o Whether the HR is interested in my profile
o Whether I am called for interview
o Interview preparation related blogs, articles, learning videos and slides related to
job description
 o Jobs that have already been recruited to be removed
o Interview success stories for similar jobs from other candidates

One physical (offline) product

Escalator

What is it - vertical transport system used in places where lift is impractical to use.

Why is it used?

- Because large number of people need to be carried between different levels

- It is used to support continuous inflow of people

Where is it used? - Department stores, shopping malls, airports, transit systems, public buildings,
stadiums, hotels, convention centres

Alternate forms

- Physical Steps
o Requires lot of manual effort to move
o Very much cumbersome for old people, people moving heavy weights, disabled
people, pregnant mothers, people carrying heavy luggages
- Lift
o Carries only 20 users at any point of time and others need to wait for using it
o 20 users/minute whereas escalator can carry 20 users in 20 second. The time to
reach up is almost 1/3rd for escalator compared to lift.

Problems solved by escalator for users

- Time savings by upto 1/3rd compared to a traditional lift

- Effort savings
o No need to press floor number, open and close the door etc, just standing on the
step is enough

Trade-offs in the current escalator solution

- Very much cumbersome for old people, people moving heavy weights, disabled people,
pregnant mothers, people carrying heavy luggages to move in escalator
o Need more space compared to a single step space in the traditional escalator
o Need escalators to move at a reduced speed for getting onto it

Improvements to satisfy this trade-off

- Need escalators that can carry such weights without harming the operations for other
people
- Need buttons to indicate arrival of such people onto escalator
- Need to expand the stairs length to accommodate such people
 - Need to change speeds in response to arrival of such people

What are the problems i faced when ordering Grabfood?

- I am constantly thinking about when the food will arrive. I need to check my mobile app
to check whether it is earlier than promised or later than promised or on time
- The uncertainty in delivery time is not allowing me to plan my other tasks around it
- Sometimes the recommendations are not being met by the driver incharge of bringing
the food
- Cutlery missing
- Food item missing
- Food item spoilt
- Many a times customer has to go down to collect the food because of access to gated
communities
- Insufficient balance in grabpay error - App should be able to auto deduct from card

Questions based on resume pointers

Verlocal
- #Enterprise customers - 330
- #GMV - 100,000
- #Subscribed customers - 100
- Sales cycle (lead to demo to signup) - 2 weeks (people considering other options before
choosing)
- Free trial - 2 months
- USP - Low subscription charges, unlimited listings per user, pixel retargeting, dedicated
account management and support
- #registered end users - 7000
- #monthly active users - 1000
- #monthly active enterprise users - 90
- Referral sources , Mobile(65%) and desktop (33%), tablet (2%)

Business objectives
- Increase #subscribed users - 8 every month
- Increase GMV 15% MOM
- Increase gross margin to 10%
- Increase NPS to 40 by Q2
- 2 other Distribution channels apart from the marketplace

1. Established and rolled out product development processes in order to improve product
quality, including readability guidelines, agile development, product backlog grooming
and regular bug triaging

- New team being setup, founder looks for setting up processes to drive efficiency
between different departments, agile processes, different iterations over a single week.

- Product quality - bugs in product and how to handle them. These includes setting up a
process of customer classification based on revenue, bug reporting, bug prioritization,
assessment of severity and bug fix timeline and to move away from processes when
required
- Readability guidelines on web
- Concise
- Neutral language
- Contrast in color
- font size
- Line spacing
- 150-160 characters at a time
- Renaming of complex business terms to encourage signups (host →
customer, clarification of rates and when they will be charged, refund
policies explanation)
- Developing of dedicated support manual
- Agile development
- Development based on multiple (5-10) iterations per sprint cycle
- Placement/Size/Color/Contrast of buttons, icons, text etc - signup form
(end user and enterprise user), Checkout page, email newsletters,
facebook ads
- New features
- Marketplace sign up and checkout process
- Subscriptions (was in development stages when i quit)
- Recommendations feature
- Promoted listings
- Existing features enhancement
- Separate sign up landing pages
- Deleting of inactive listings
- Video of product tutorial in signup page, facebook, instagram and
youtube (to get more customers to try trial)
- Heatmap analysis to have CTAs at the right points
- Removing of unused sections
- Explanation of reminder emails before trial expires
- Product backlog grooming
- 7 member Team, all were reporting to me (1 Account, 1 BD, 1 Designer, 1
Marketing, 1 Lead, 2 Devs in Vietnam)
- Need to prioritize bug fixes, new and existing feature improvements
- Priority given to more value customers and new vertical customers
- Focus on half yearly business goals
- Get new customers (8 per month)
- Number of new signups increased by 40%, previously was 5 per
month,moved to 7 per month due to new process flows.
- #Conversion ratio for email campaigns
- #Conversion ratio for facebook ads
- Change with images, text content, CTA button etc.
- Reduced the number of fields to be filled in (Email, First
Name and Last Name to Email and Phone number only)
- Auto sign up using facebook sign up feature
- Have name fields as optional,capture email and
phone number only
- Having separate product workflows for first repliers and
second repliers (First replies to conversions increase in
percentage by about 40%)
- First repliers - You just call direct them to a calendly
link to set their date and time
- Second and subsequent repliers - Follow the
original workflow
- Average gross revenue per newly signed up host should be 1300$
- Provide emails on pricing strategies, marketing messages to be
followed, their own email campaign tips followed by the
competition in the specific vertical (use data from the prices and
marketing messages used by the top 20% of the sellers in the
platform)
- Metric ARPU for bottom 80% enterprise users increased to
15% against the baseline 10% without changes month on
month for the first 3 months post launch
- # existing courses that had price changes 1 week from
sending the email
- Provide option to bundle their classes while listing it for a family,
school team, corporate team and for a single person
- #bundled listings/#overall listings increase
- #bunded listings bought/#bundled listings
- Introduce video feature for enterprise user to express themselves
on a certain event (adding a vimeo/youtube link)
- #listings with videos /#listings reached 50% adoption
 - #time spent on video listings/#time spent on non-video
listings
- #videolistings purchase ratio /#non-video listing purchase
ratio

- Redesign marketplace

- Move people from free to paid for enterprise customers (50%)

- Achieve increase in MRR by 1500$ per month to 4.2k
- #paid/#free users ratio
- Gave extended free trial for free users
- #signed up for extended trial / # converted to paid users
- Act fast for a reduced subscription rate (10% less), if they
sign up closer to the end of the promotional period
- Build websites for free for them to use our product
- Update payment details through an automated link where people
can update their new card details. New card updating workflow
where people can take photo of their card to auto-fill the details

2. Led project to redesign marketplace and introduced new data driven approach, which
resulted in 20% reduction in payment page bounce rate and 35% decrease in time on signup
page

- Marketplace is where merchants put their listings for a higher commission rate
Redesign
- Improvement needed to optimize conversion funnel
- Landing page separation
- Consistent and improved readability guidelines
- Payment page - card photo feature and store payment for future use, capture signup
details when the user finishes purchase by asking him to reset password through a set
password link over email
- Capture details in multiple steps rather than a single long form
- For new users, signup capture through facebook auto-login, rewarding users with
verlocal points on signup
- Metric - measured by funnel conversion improvement by 5%

3. Designed and mapped new onboarding experience for inbound leads, including landing page
layout, messaging and feature walkthrough post signup. Increased number of signups by 40%

- Landing page layout with a video demo, rather than text

- Top 3 USPs explanation over messaging in email as well as in landing page.
 - Landing page was the same from facebook and email campaigns and attracted the
freelancer with a business and a website but wanted to have reservations and payments
done
- Number of new signups increased by 40%, previously was 5 per month,moved to 7 per
month due to new process flows.
- #Conversion ratio for email campaigns
- #Conversion ratio for facebook ads
- Change with images, text content, CTA button etc.
- Reduced the number of fields to be filled in (Email, First Name and Last Name to
Email and Phone number only)
- Auto sign up using facebook sign up feature
- Have name fields as optional,capture email and phone number only
- Having separate product workflows for first repliers and second repliers (First
replies to conversions increase in percentage by about 40%)
- First repliers - You just call direct them to a calendly link to set their date
and time
- Second and subsequent repliers - Follow the original workflow

Parkway Pantai

1. Led the launch of tele-consultation module with online medication catalogue for the
primary care business; Worked with third party logistics to integrate door delivery and
improved overall primary care revenues by 20%

Success - Tele medicine app launched to success

- Situation - The primary care business was going down because of the following reasons.
o It took a longer waiting time in popular locations for patients. Hence footfall dropped.
Only so many resources available, so no choice but to wait
o Insurance payers who paid for patient wanted more value for their money paid
- Task - Product team was approached for any solutions. I researched and found that
most of the patients that came to GP was chronic disease patients who didn’t require physical
presence and only a tele-consult. Thus we went about launching teleconsultation app.
o Common conditions included - speech therapy, psychiatric counselling and supporting
patients with communicable diseases.
o Target patients - overseas patients visiting singapore, old age group people, people who
took regular medications on follow up mostly, mild conditions
- Activity - I decided the pilot group and did focus group interviews. We found
teleconsultation, MC and referral letter with payment online to be easy wins and launched the
base platform
- Result - The entire product launch, since it was started from scratch took around 3
months to go-live. Then we improved the app with features for health screening report review for
overseas patients. Currently we are working on online drug delivery (partnerships with one of
the local logistics player) as well as connecting the remote monitoring devices to the platform for
longitudinal care of the patient. We will provide it to specialists in the future.

2. Developed bill estimator module for common medical surgeries through collaboration
with commercial and hospital operation teams; Adopted by 10K new patients in the first
month after launch.

- Came as one of the key concerns from patients from parkway support centre
- Looked into parkway support call logs - validation
- Marketing at doctor’s clinics (scan QR code), display ads and search ads for common
procedures directed to this website for estimating bills, fields auto-filled based on
parameters passed, email address, name and phone number captured before patient
can see the estimation, motivated to download app to get personalized health articles
and reach support centre over an app
- Awareness of the app
- Feature usage intended to alleviate concerns for patients
- #of people who found the result useful/#of queries
- For those who didn’t find the result useful, they were looking at other procedures which
we didn’t incorporate, and we planned to incorporate in future.

3. Conceptualized and built feature for generating personalized health and lifestyle articles
for Parkway patients.Collaborated with content marketing team and panel doctors to
create new articles
- Straightforward
- Intention is to get engagement from patients and top of mind awareness
- Metrics measured was #of articles by specialty, #of of popular topics that people
opened, #total read time of articles that are fully read, popular doctors that
people liked to read about (or) generated opens more
- Fed to marketing team to generate articles in that range

4. Built MVP workflow for doctors to endorse patient’s lab results and medical images
thereby catering to ad hoc request from medical board. Worked with Parkway Lab to
create workflows for sensitive and non-sensitive results

- Initial plan was to pass to patients so they can trend their lab vitals over a period of time
- But Doctor’s association wanted to have it approved by them before sending to patient
for medical reasons
- Workflow was triggered only when patient has seen the doctor as marked by the doctor
in the email
- Sensitive results was not shown to the patient
 - Non-sensitive results was shown to the patient even without doctor’s approval
- Some non-sensitive results was sort of a grey area so only shown after doc approval
- Metrics measured
- #total approved/ #total approval requests sent (used to send to doctor
engagement team to engage with the doctor to understand more if there is a
better way to approve, most often the doctor is busy and is sometimes
customized based on doctor medical ID to do auto-approval

5. Designed an automation solution for efficiently managing doctor’s profile, hospital

accreditation and medical training information across 11 business units of Parkway
thereby resulting in annual cost savings of SGD 100K

- Situation - I saw people entering manually in many departments, I saw a potential for integrating
the information
- Task - I wanted to validate that this was a big problem and hence went around departments.
Information was entered once every three days. Each time it took around 5 minutes time. 5min
* 8 * 12 = 480 minutes * 11 (5280 minutes) + Cost of reconciliation every 3 months
(24*4*60*11 = 63360 minutes) + Cost of Reporting wrongly to other patients/insurance
providers - back and forth communication and case escalation + bad reputation + loss of
possible hospital admission with a 2% conversion rate out of 4000 cases of people getting
incorrect information on specialists. Many departments (around 11 systems using doctor
information), I also wanted to see the cost involved v/s benefits
- Activity - spoke with the architect, understood limitations, proposed multiple FTP transfers in a
single day. Standardized entering of doctor information in the central system. File transfer initially to API
method later
- Result - saw 100,000 dollars in cost savings every year because of this integration,
removed redundancy in entry of information, improved accuracy of data

6. Collaborated with marketing to integrate messaging API application with the support
centre’s CRM software, thereby increasing the volume of specialist appointment
requests to Parkway support centre by 15% every month

- Metrics measured was time to take an appointment over whatsapp compared to phone
was reduced by a factor of 2. It takes 5 minutes to capture details in a phone call
- #whatsapp conversations for appts/ #total whatsapp conversations
- #increase in the total appts due to introduction of whatsapp
- #reduction in the total appts due to introduction of whatsapp
- #call waiting time due
- Other conversations are much about visa fees, hotel stays that were directed to the
concierge team later
- Increased from 3000 to 3450 per month for the subsequent quarter