Food Delivery Service Business Plan

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Food Delivery Service Business Plan-28
An idea is only an opportunity when the consumer sees your product on the shelf, and they try it for the first time, getting your product on the consumer's plate.

First, there's the basic business model of working behind-the-scenes with restaurants, instead of focusing on the consumer.

"They're not driven by reaching a lot of individuals," said Jeffrey Silverman, managing director of Laconia Capital Group, a New York City-based venture capital firm focusing on pre-Series A-stage startups that is considering investing in Homer.

"It's much more efficient to do this from the restaurant perspective." Perhaps most important is the company's staff of delivery people, who get a full roster of benefits.

To keep turnover at a level of less than 10 percent, employees receive a guaranteed salary starting at $10 an hour, including tips, plus bonuses; average pay is around $15 an hour.

Homer charges restaurants an undisclosed percentage of the total order, plus a flat-fee for each delivery.

Now, the company has around 200 employees, most of them delivery staffers making about 25,000 drop-offs a month.

"This is a market that's getting over-crowded," said Marcelo Ballve, research director of CB Insights.

"You can't have more than three or four companies in any one metropolitan area doing this successfully." Tiny Homer plans to stay ahead of the pack through a slow and steady expansion, conquering one highly local, ultra-dense, urban market at a time.

Homer aims to solve a big problem faced by restaurant owners in highly dense metropolitan areas, especially New York City.

Manhattan restaurants deliver more than 200,000 orders a day, according to Price's estimates.

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