We started with food because its the hardest product to deliver. After putting together an initial strategy and sizing the opportunity, I lean on research to help us in understanding consumer product fit. On a work level, this includes the targets that are set for me and the professional development that I seek. Food delivery is a low margin business, and besides brand you could argue theres not much differentiation between two delivery services they pick up food from a merchant and deliver it to a consumer. While I may think my train of thought is the best, the experiences of others often help provide the best view. The whole process takes six to eight weeks. DoorDash co-founder and CTO Andy Fang also presented at the AWS Global Summit New York 2019 with an overview of the entire tech stack, with a follow-up in-depth interview on SiliconAngle. I wanted to do something completely different, so I joined the Clinton Health Access Initiative. I joined the company two years ago as an Operations Manager. Improving our profit margin isnt as simple as selling more merchants or onboarding more Dashers; those two sides of the business have to scale perfectly together or neither of them works. Listen as if youre wrong. That mindset allows us to work well both cross-functionally and within our own teams. But generally, we try to stick to our six- to eight-week plan. Launching is an investment. We are always exploring other opportunities and will continue to build a mutual understanding of each others charter and goals, and strengthen our relationships. Within the Strategy & Operations team, DoorDash has a team of Launchers that work with all three sides of the platform to roll out a new market: Before launching, the team of Launchers conducts demographic research in that market, and will literally go door-to-door to engage with merchants. Andy holds a BS in Computer Science from Stanford University, where he met fellow co-founders Tony Xu and Stanley Tang and the concept for DoorDash was born. Thats invaluable. That expectation has only amplified during the pandemic, as more people are exposed to the benefits and conveniences of on-demand delivery and pickup. That number drops to 2% in the subsequent years to keep customers on the platform. As the lead of Consumer Value & Pricing at DoorDash, having research play an active role in the early development of new ideas increases our odds for success exponentially. There are three distinct lessons learned from the DoorDash S-1. Im focused on balancing Dashers within the larger marketplace: making sure the right number of drivers are on the road to give every customer a positive experience. Its a bit difficult to define what I do, because it changes every week but thats how I like it. In LA, for example, we deal with a unique set of traffic and parking challenges, so were more focused on those issues here than we are in regions where traffic is light. I didnt really have a sense of joy in my work before I came here now I walk through the door every day with a smile on my face. Organization is key, and I need to be able to focus on a specific issue rather than getting dizzy from the whole picture. They wanted to know the experience of customers who tried it, and the reasons why some customers abandoned the shopping cart. 30 min or 20 minutes a Dasher can deliver more orders per hour, and also makes more money. Its important to take initiative. As of September 30, 2020, DoorDash had over five million consumers on DashPass, meaning they generate $50M+ in monthly subscription revenue, without having delivered a single meal yet. Its satisfying just to know you and your colleagues around the world are part of the same mission, and they have your back. I would describe everyone as tenacious. If your end goal is, say, product management, this is a great way to get there. So why is that? Theres plenty of financial analysis of the DoorDash S-1 out there. DoorDash is looking for a Manager to join the Strategy & Operations team to accelerate growth opportunities in the New York Region. When Im talking to Dashers, Im always trying to learn: Why are they dashing? We are only as good as our next order. And in Japan, where a majority of Dashers complete deliveries by bike, vs. in a car, we may suggest different delivery routes, or offer different bags for carrying goods to their final destination. About. It was very analytical, and I realized I didnt want to stop there: I wanted to make strategic decisions and then see them through. The S&O teams process can roughly fit into this model. A lot of what I do relies on other peoples hard work; being a leader at DoorDash means empowering the people on your team to be successful. Customer acquisition cost (CAC) is between 710% of GOV in Year 1. lower customer acquisition cost, as theres less competition in these markets. How can we improve it? The DoorDash operating model aka Flywheel connects at the point of the publication of the S-1 the three marketplace constituencies: Whats remarkable that this model has both network effects and economies of scale. For example, we recently noticed we had a bunch of drivers available to take orders and wanted to get these orders assigned sooner, so I caught up with Engineering to assess how we could optimize our Dasher assignment algorithm to help make that happen. Where and how should we introduce the product to customers? On one hand, it's really an exercise in capturing all the details you can about the physical world Where are the open parking spaces on Main Street? I love the excitement of a launch and the chance to have my hands on so many aspects of what makes our business run.. Ive learned to push back a little bit. Conventional wisdom in the food delivery business suggests that the biggest markets are in high-density metropolitan areas. [] we must perennially improve our products, create more customer value, and launch new services to meet the needs and expectations of our three constituencies. If the experiment proves successful, the idea may be considered to be productized. Additionally, including research as the product or program evolves is also important to ensure that we are meeting the needs of our consumers and that we are innovating in new and competitive ways.. Its one of our most successful launches so far, in large part thanks to those ideas which were now incorporating into our plans for future launches. Additionally, suburban markets are attractive as consumers in these markets are more likely to be families who order more items per order. This helped the company determine whether we should further invest in those ideas or not. With that knowledge, we worked with S&O partners to improve the messages, making them resonate more with customers, and address the concerns more effectively. A Division of NBCUniversal. Date Published: 12/20/2021. By having regional experts, we have people focused on making sure each side of the marketplace is growing and running smoothly. How efficient is a given Dasher, and are we paying them accordingly? Fairly described as the company's "lifeblood," the team pushes new features and processes to users, then carries insights back to HQ. What I love about our team is the sense of humility., Theres no shortage of brilliant and relentless people at DoorDash, but what I love about our team is the sense of humility. Fang: Building the DoorDash logistics network was an expansive effort, and is an ongoing effort across our company today. CNBC recently spoke with Fang, who says grocery, convenience, alcohol, flowers and gifts are becoming paramount to the company's platform offerings, while international opportunity abounds. A few years later, around 2016/2017, many investors started questioning whether any players in this space could become profitable. Then we do our best to bring desirable merchants on board. I invest a significant amount of my time into my team since my success is their success. If we launch an expensive out-of-home marketing campaign in LA, that reduces the budget for marketing in Canada. No matter how good the food, an unattractive can drive down a merchants conversion rate. Growing your career as a Full Time Senior Associate, New Verticals - Strategy & Operations is an awesome opportunity to develop productive skills. For example, you need to understand how Dashers and merchants can best work together in a certain region, and you also need to understand how a specific merchant can best market DoorDash to their customers. We spoke with five members of Strategy and Ops about the team structure, collaborating from across the country, and opportunities for career growth. Their goal is to scale all three at the same rate. Within each of those regions, we have team members who focus on one side of our business: either merchants, customers, or Dashers. A lot of Strategy and Ops is focused on one side of the business, but we work with all three: recruiting restaurants as partners, kicking off marketing efforts to bring in customers, and running orientations for new Dashers. Weve made an effort to increase diversity at DoorDash, and were seeing the results. In the early days of DoorDash, there were mainly three groups of people engineers, sales, and everything else. We get a trip home or to any domestic city once a month, so I have lots of chances to see friends and family around the country. But the cool thing is, there may come a time when other regions are trying to address similar problems, and they wont have to reinvent the wheel. The best data is useless when you cant put it to action. All Rights Reserved. Meet members of DoorDash's Strategy and Operations team. Eat24 started in 2012, and was acquired by Yelp, and then re-sold to GrubHub. Posted 1:12:12 AM. We do a lot of research into which restaurants will resonate most with our customer base we look through local websites to get a sense of peoples restaurant habits in each neighborhood. Sign upfor our weekly, original newsletter that goes beyond the list, offering a closer look at CNBC Disruptor 50 companies before they go public, and founders like Andy who continue to innovate across every sector of the economy. Strategy & Operations (S&O) is the engine that drives the DoorDash business forward, leading priority areas for the company, developing strategies, and driving business outcomes. Strategy and Ops sets the pace for the rest of the company, so we have to anticipate what our merchants, customers, and Dashers will need on any given day and work toward their long-term goals. Thats a ton of operating leverage and drives up the LTV / CAC ratio. We review 5 of our favorite Doordash interview questions and provide advice on how to answer each question along with our own answer example. Then, Contribution Margin went from deep red in Q1 2019 (-71%) into the black in Q1 2020 and is now in the 24% range at the the end of Q3 2020. Our managers understand were not going to make our money back in a day. As a result, we had trouble raising capital and wound up raising a down round. Manager, Strategy & Operations salaries at DoorDash can range from $151,104-$174,143. Because of their high density, you have more restaurant choice, shorter distance to the consumer, and a higher number of single young professionals with a high amount of disposable income that they prefer to spend on ordering dinner, not cooking it. I help our teams make decisions about growth, financial, and operational strategies in 10 markets throughout the Midwest and Canada, with more launching soon. Were also testing services like alcohol delivery; we just signed a deal with a national retailer, BevMo. Were evaluated every six months, and if youre a manager but youre acting at a higher level, youll be moved to senior manager at that point. TELUS WBcX53. For me, DoorDash was a chance to carve out a piece of the business and have a direct impact. Looking at the Contribution Profit by Cohort, we can see how due to the adjusted sales and marketing and promotions spend required to acquire the consumers in the cohort and encourage their repeat use of our platform, we see a Contribution Loss in Year 1, between 5% (2017 Cohort) and and 9% (2018 Cohort). "We can't really speed up [the. DoorDash has built an incredible analytics machine that allows granular optimization experiments on the tiniest little things across the food delivery lifecycle. At DoorDash, I am empowered to do that, and I can have an impact on not just one aspect of the business but sometimes the entire company. I was promoted to Associate General Manager, then General Manager for Los Angeles, and transitioned to my current role when we began building our specialized teams. The initial messages for the campaign were something more generic. Shaving off minutes compounds across the whole fleet, raising income for Dashers and making DoorDash more efficient and profitable. One of the biggest levers for a profitable delivery business is driver dispatch which dasher is best suited to fulfill a delivery. DoorDash Strategy And Operations Associate Interview Questions | Glassdoor DoorDash Engaged Employer Overview 12K Reviews 25K Jobs 7K Salaries 1.6K Interviews 728 Benefits 35 Photos Add an Interview DoorDash Strategy and Operations Associate Interview Questions Updated 1 Feb 2023 Find Interviews Register. Listen as if youre wrong.. I have a second round interview with . We also work with Business Operations to look at the bigger-picture data beyond our own team, and with Engineering to help them improve the product. Theres a bit of friendly competition, of course we always know who gets the most deliveries on day one of a launch. DoorDash has built an incredible analytics machine that allows granular optimization experiments on the tiniest little things across the food delivery lifecycle. I plotted the number of orders vs. GOV below. Etc. We want to hear from you. We address this by emphasizing communication and collaboration, and we err on the side of over-communicating to make sure were getting the right information to the right people. Peeling the onion from the top line, the numbers of orders have grown as DoorDash rolled out more markets, and then theres a clear uplift from Covid in Q2 2020. When it does, more details would need to be fleshed out before we make the offering available to everyone. People do well when theyve cultivated a strong ownership mentality, especially because we are so heavily invested in all three sides of our market. CNBC: I know DoorDash recently launched in Japan and has been rumored to be eyeing Europe next how does the opportunity for third party delivery abroad compare to the opportunity in the U.S.? Ive learned to love being wrong. In a previous article, 3 unique things about being a researcher at DoorDash, I mentioned that working with Strategy & Operations (S&O) is something I really enjoy about my role. Ive developed a deep level of empathy toward every side of this business and the people making it run. Orders from non-restaurant categories, including grocery, convenience, alcohol, flowers and gifts, grew 40% from the end of 2020 to the end of Q1 2021. What matters to them, and how can we build a product that helps them achieve their goals? Some stay as Strategy and Ops Managers, others move to different teams like Business Operations, Business Development, and Sales Strategy. Im really excited to see that growth, and its been amazing to add such diverse viewpoints to the mix. Compounding incremental improvements looking at the evolution of the business, that approach seems to have worked for DoorDash, by looking at aggregate numbers. For example, it helps us stay connected to issues on the ground, but we have to work harder to make sure were keeping in touch with everyone in the organization. how to optimize their dishes for delivery and pick-up, or what to do to attract new customers. In the past, research has helped me conduct a conjoint survey to target the best combination of features for our consumer base as well as design, host, and analyze surveys that gauge consumer interest in new and evolving products. Good analytics teams collect that data in a way so that they can slice and dice that data in any possible way. At DoorDash, data is what drives the Get 1% better every day goal. With DashPass, customers pay a flat monthly delivery fee (today $9.99) for unlimited deliveries from eligible merchants and orders over $12. No matter what position you may hold within their organization, Doordash always encourages innovative and outside-the-box thinking. DM if interested. At the heart of those plans is co-founder and CTO Andy Fang, who says grocery, convenience, alcohol, flowers and gifts are becoming paramount to the company's platform offerings, and international opportunity abounds. About the Role. Were definitely not going in blind. The opportunity within our core marketplace of restaurants is massive and theres a lot of exciting activity there; the biggest national chains, like Cheesecake Factory and P.F. Example of partnership: After multiple rounds of operational tests, DoorDash was going to make an announcement at the 2021 Super Bowl about its delivery offerings beyond food. You can best reach me on LinkedIn. . Check out open roles or get in touch with Katie Frank, katief@doordash.com, to learn more. 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