Bob McNulty Shares How Trip Delivers Saves Restaurants Thousands While Giving Drivers A Serious Pay Rise

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Neil Howe 
Right. So you’re actually paying Uber or Lyft, you know, or Uber Eats or GrubHub, or these other delivery companies, that fee, you’re just not seeing it. So this way, you’re paying a much smaller fee, overall, but you are seeing it that says, This is what you’re paying, rather than the two $300. Or you might be paying that you don’t know about.

Bob McNulty  
Correct, and just this way, what so when we go up to full time driver, it’s 99 bucks. So it’s 100 bucks a month. But that driver could be making me I’ve talked to a lot of drivers that make 35,000 40,000 50,000 a year. And if you take that same scale, you’re gonna pay us 1200 dollars a year, you might have been paying, you know, easily four or $5,000 a year in fees.

Neil Howe 
Hmm. Well, I know I’ve got friends around here in Atlanta, they make you know, $200 a day delivering food. Yeah, you know, so if they, if they can increase that to even $300 a day, it just totally makes sense.

Bob McNulty  
Oh, yeah, absolutely.

Neil Howe 
So we’ve covered the restaurants, the benefits for them, the drivers, obviously, they’re both going to make more money. What about the consumer, because ultimately, the consumer is paying for everything. And some of the charges that I see for, you know, a simple meal for one or two can end up you know, 40, 50 $60 to get it delivered.

Bob McNulty 
Yeah, I’ve been on the end of that. I’ve actually ordered, you know, when I first started ordering in, I was shocked at the pricing, but I didn’t give it a second thought, you know, it’s convenient. So there’s probably a little bit tagged on. But yeah, that becomes a problem with the consumer. And, and if you go back to rideshare, originally, you know, they had surge pricing, so it’s on demand, you know, so in your face, you know, if you get out of a plane and La acts at six o’clock in the evening, you know, you’re going to pay 40 5060 100%, sometimes more to get a car. So that mentality drifted through the whole industry. The same thing happened in restaurants, let’s get more and more and more in this market up without regard for the consumer. So the things you know, we in our rights, your side business, we never lost it, but we had no surge pricing. The same thing here is we try to encourage the consumer, the customer, meaning the restaurant tour customer of ours, not to markup there, they don’t with us, they don’t need to mark it up because we don’t mark it up, right. So there’s no markup on their menu. So they get a benefit from that because there is no markup. So they should have lower prices. Now, we can’t control the restaurant tours, say, Hey, don’t mark up your menu. Because you’re just hurting yourself over time, you want to keep your in-store pricing the same as your delivery pricing, because there’s no reason to mark it up. We’re not touching it or doing anything. So you should keep consistent pricing, which over the long haul, will drive more business. So if you take a $40 order in if there’s a $12 bill in there, just unpack that $12. So you’re going to net 10, let’s say that you don’t have to charge the consumer, you’re gonna look better in the consumer’s eyes.

Neil Howe 
Definitely. And it’s all about the consumer. You know, they don’t want to be paying any more than they have to for the same service that you can get for cheaper. I mean, that’s generally going to work out everyday. So let’s talk about the business model behind this because you’ve got the restaurant, but we’re not here as an Uber or GrubHub or doordash, or anything like that, to where you’re doing millions and millions of dollars of advertising, you’ve got a different business model to get these restaurants signed up to get drivers signed up and to get the message out to the consumer. And tell us that story. How do you know first of all, do we get the restaurant signed up?

Bob McNulty 
Well, we have referral partners in the field. And also we are just starting to tap into large influencer bases where you know, like yourself, I don’t know what your influencer basis. But if you have thousands and thousands of people that you can refer the opportunity and they download the app, you’ll get a residual commission off of that. So it’s a referral program. We’re not having any real issues, signing restaurants up. I think they’d get it. We just signed up some really, you know, like firehouse subs in Maryland and so We’re getting, you know, pretty good, we signed up to Chick Fil A in Nashville and things like that. So we’re getting to the market, the biggest challenge really is the consumer side getting download the app and use it. And that’s the adoption that we were that’s what we’re focused on spending money, getting restaurants, we don’t need to spend any money, because we have a referral partners influencers that help us get that. So it’s a little different way to go to market. But I think it will be pretty successful. It’s taken us, you know, when we lit up Nashville, you know, it’s the first time that we’ve lit up a market. So we’re ready for anything, right? It’s just, you know, the wheels could come off Who the hell knows? Thank God, the wheels didn’t come off. But you know, they’re a little shaky the first couple of days trying to load menus. And I mean, we loaded over 100 menus and, and then you have to also load it through CSV files besides the static menu. So that’s kind of a process and we didn’t know what to expect. And we had some people that could load a menu up, believe it or not, and get it all knocked out in 3040 minutes. And then we had other people that couldn’t do it at all, then we had some people in between. So it’s kind of sorting out. So that’s why we just picked on one market that was, you know, kind of medium size. Nashville’s a great market because it’s very controllable for us from size and perspective, and we can get up and start looking at issues when we go to Atlanta, for example, or to a Euston or a Dallas, those become different metrics for us, it becomes a bigger challenge, because, you know, if we put a you know, three to 400, restaurants online, in Nashville, it’s not a big deal. But if you put on seven or 800, or 1001 of the bigger markets, you’re impacted by, you have to put up 1000 menus, and then you’re doing all the other stuff. So it becomes a logistics game to a degree, and you just got to know where to focus your manpower.

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Neil Howe

Neil Howe is a 3-time #1 Best Selling Author, Online Media Strategist and business radio talk show host. He covers the most Innovative Business Leaders in Small and Local Business helping them share their stories with the world.