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印度版大众点评Zomato宣布裁员近10%

徐青
2015-10-17 · 09:02
[ 亿欧导读 ] 亿欧网10月17日消息,印度美食推荐平台Zomato宣布裁员300名左右,占目前总员工数3000人的比例接近10%,以期削减薄弱板块成本开支、 将主要精力集中于餐桌预定等核心收入来源业务。
zomato,餐饮O2O,Zomato,裁员,大众点评,Yelp

作者:徐青

亿欧10月17日消息,印度美食推荐平台Zomato宣布裁员300名左右,占目前总员工数3000人的比例接近10%,以期削减薄弱板块成本开支、 将主要精力集中于餐桌预定等核心收入来源业务。

今年9月,亿欧报道了Zomato获G轮6000万美元投资的消息,届时这家成立于2008年、总部位于印度古尔冈的创业公司总融资额达2.238亿美元,最新估值超10亿美元。Zomat上囊括22个国家的140多万家餐厅,每月服务超过90万用户。

此次大规模裁员释放的信号是Zomato的公司战略将作出重大转变。被裁掉的员工大部分是美国地区的内容团队,他们的工作职责主要是对平台上的入驻餐厅进行实地回访,收集餐厅营业时间、菜单、照片及其他相关数据。而Zomato与Yelp策划餐厅信息模式最大的区别,就在于通过这种传统的“地推”模式保证餐厅信息的正确性和及时性。

同时,Zomato计划将其业务按区域不同,划分为"企业"和"全栈"两大市场:1)"全栈"市场,指的是印度、 中东、 东南亚 (菲律宾和印度尼西亚) 和澳洲 (澳大利亚和新西兰)等地,Zomato在这些地区已经成为市场的领导者并将继续全方位投资于餐厅信息聚合和广告销售等业务;2)"企业"市场,也就是排除"全栈"市场外的其他地区,这些地区主要特点可以描述为市场体量较小、经济增长缓慢并且Zomato不占市场主导地位。

Zomato联合创始人兼首席执行官是Deepinder Goyal表示,在"企业"市场该公司将集中精力美食搜索引擎服务,而不是地推和市场营销。裁掉部分内容人员,而使Zomato在这些不占市场主导地位的地区更加专注并具有竞争优势。

Zomato的国际扩张战略是通过8起疯狂的收购案完成,但是Deepinder Goyal解释,此次裁员与收购没有太大关系,大多数裁员都是在收购完成之后进行。

目前Zomato遇到的困境是平台大约92%的流量来自于40%的餐厅,也就意味着存在某种规模不经济现象。因此,此次裁员主要在美国,目前Zomato平台上140多万餐厅中,美国餐厅入驻数约70万,印度、澳大利亚和英国分别为7万、6万和2万。

实际上,Zomato已经实现盈利,重视地推的重模式也其相较于Yelp、Groupon、Opentable和其他对手具有竞争力。该公司一直在扩展业务范围为更多餐厅服务,除了餐桌预定Zomato还提供网上订餐、餐厅终端系统等服务。

以下是Deepinder Goyal的内部信:

Hello all,

Seven years ago, we started out as a pure-play restaurant directory for foodies in India. Now, we are in 22 countries across the world; we have organically launched and grown our business in 15 of them. In the other seven, we acquired the local leaders in our space to eventually move all their traffic over to Zomato, becoming the #1 player in those markets in the process. Today, foodies use us to look for great places to eat about 90 million times in a month. More than three quarters of these foodies visit us from outside of India.

We made an important move in India a few months ago – launching our online ordering service. And we really kicked our competition’s ass in this business with less than 0.1% of their marketing budgets. Why we were able to win? Because we have millions of users who already use us for ordering food over the phone. Now, they have started doing it online using our app. And there is a lot of growth still left, 92% of our users who search for delivery options on Zomato haven’t even started ordering online onZomato yet. Our ticket sizes are more than double our competitors’ – because our users are not using us for the discounts. They are using us for the convenience, and the product they already love Zomato for.

Our users hold tremendous potential for transaction-based businesses. Getting into transactions was always the natural next step for our business. Online ordering is a natural and logical alternative for our users who, until now, used to call restaurants to place their orders for delivery. Table reservations fit into Zomato as easily as online ordering did. The time has come for us to focus deeply on transactions in countries where it matters.

We are also going to have to make important changes to our business and make sure we put every dollar and every Zoman behind the things that matter the most. Here are two most important things you can expect.

Content 2.0 – we will be getting smarter with the effort that we put into content. 40% of the restaurants on Zomato account for 92% of our traffic. We will rethink our processes to make sure that the frequency of our data updates goes up in multiples for the top 40% of restaurants.

In the meantime, we should push our app for business owners as much as possible, so that more business owners start managing their listings themselves.

The countries we entered in the recent past have not been working with our existing model of collecting content and building community relations – alternate models will need to be identified. We have a few ideas we will be piloting in a select few regions right away.

We need to make some fundamental changes to the product to ensure more stickiness and growth. Most of these changes are based on what we have learned from Urbanspoon.

Over time, as we fully transition to Content 2.0, we will need leaner content teams across the world.

We will split our countries into two types – Full Stack and Enterprise.

Full Stack are the four regions where all of the following are true: a) large markets b) growing very fast c) Zomato is the strongest player in its space.

These four regions are India, the Middle East, South East Asia (the Philippines and Indonesia), and ANZ (Australia and New Zealand).

We will be selling our full suite of products in these four regions, since we have very high levels of traffic here.

Our focus on ad sales will continue to be strong, along with all the other transaction-based businesses. Ad sales has been a very profitable business for us, and will continue to be so.

Enterprise regions are the ones where any of the following is true: a) relatively small markets b) slow growth economies c) Zomato is not the dominant player. All the remaining markets belong to this category.

In these regions, we will not look at ad sales. We will focus mostly on transactions businesses, with a lion’s share of our effort going into selling Book – our table reservations engine.

Less focus on on-the-ground community building and marketing activities. Most of the people in our teams in these regions should be sales people, to help us put Zomato Book in as many restaurants as possible. This means that in these regions, our operations will need fewer people to run the show compared to the past. This will also help bring our burn rate down and, as we go along, make our businesses in these countries much stronger.

Most Enterprise regions will see these changes take effect almost immediately, up until the end of this month after our global country manager offsite in Delhi next week.

I’ve already had conversations with some of our country managers about this, and will be reaching out to the rest soon to discuss future plans.

All these things will also significantly bring down our burn rate and improve our margins in some countries.

The next few months are going to be hard for all of us. But sticking together, hustling, and not spending time overthinking or being unnecessarily creative should get us to where we want to be.

Please email me if you have any questions, or catch me anytime at the OHC office tomorrow – happy to explain and go deeper into the whys of what we are doing.

Cheers!

本文作者徐青,亿欧专栏作者;微信:treasure--all;转载请注明作者姓名和“来源:亿欧”;文章内容系作者个人观点,不代表亿欧对观点赞同或支持。

本文经授权发布,版权归原作者所有;内容为作者独立观点,不代表亿欧立场。如需转载请联系原作者。

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