By focusing heavily on the customer experience and convenience, these apps saw a big boom in business in line with the rapid acceptance of e-commerce across Ecuador.
Alejandro Freund
Country Manager Ecuador, Rappi
In Ecuador, we have the best KPIs among all of Rappi’s operations. We have the lowest cancellation rate and the lowest defect rate. We are the top one or two in all operational KPIs. Ecuador was different because we started operations in November 2019, and the pandemic hit in March 2020, so we were five months into the operation. In Ecuador, we had a small base when we started. The number of delivery people quadrupled, and we jumped from 100,000 downloads to over 1 million. We had about 500 deals with restaurants and allies when we started, and we went to over 3,500. Our orders increased by eight or nine times from March 2020 to December 2020. In Ecuador, it is a different case, though in Rappi in general that is the rate we were growing at even without the pandemic. Our value offer is unique; we save time for our users so that they can use it for what they like the most. We are multi-vertical and multi-Latino, that makes us a “super app” for people to access instant deliveries of practically everything, from supermarkets to restaurants, snacks, and pharmacies.
Alejandro Figari
Managing Director Ecuador, PedidosYa
PedidosYa is transforming the delivery industry in Latin America. One of our main goals as a leading multi vertical app is to simplify our clients’ day-to-day necessities with a seamless and safe delivery app. One of the main aspects that we focused on after the acquisition is to ensure that every restaurant, local store, or shop that Ecuadorian consumers want to buy from is available on the app. The main challenge is that when you double, triple, or quadruple the number of partners registered on the app, you need to ensure the same quality level to a much wider array of people. That is why we currently have more employees in PedidosYa than we had before. In addition, we are opening our coverage areas to many more cities than what we had before and expanding into additional provinces. That has been the biggest change and challenge in our strategy. We will have every restaurant and store available in the country, and we want our service to be available to everyone in Ecuador, as it is one of the countries in the region that the company is focusing heavily on because of its immense potential for growth.
Pierangela Sierra
CEO & FOUNDER, Pierangela Sierra
Tipti, an abbreviation of Tiempo Para Ti (Time for yourself), is one of the fastest-growing online delivery platforms for groceries and retail products in Ecuador. Customers can purchase groceries, medicine, liquor, and other specialized products on our platform. During the pandemic, it played a significant role in maintaining social distance to prevent the spread of infection. In 2018, the company started with seven employees in Quito, and it subsequently expanded to Guayaquil. Now, we are in 14 cities in Ecuador and more than 350 employees. During the pandemic, we remain steadfast on our DNA, which is to always provide the best service possible to our customers and have specialized shoppers with gastronomy knowledge to provide value-added services for our clients. We did not stop hiring or providing training during the pandemic to ensure we have the best talent on our team. Breaking records in growth in a short amount of time was not easy. We had to deliver the same number of orders in March 2020 as we had done in all of 2019. We had to recruit talent and execute a business plan that we had devised for the next two years in just 45 days.
Stefano Dino-Guida
CEO & Founder, Delivereo
Delivereo originally started as a marketplace app, and our strategy was to build up the market. Many of the big players were not present in the market at the time, and we assumed they would come in much later. However, they arrived within six months, and we needed to pivot from simply being a marketplace app and decided to enter the B2B sector. We are B2B2C because we deliver to the end customer. The end customers are not our clients, but our clients’ clients. Our clients are the companies that deliver their products. Our sales pitch for our clients is that most marketplace apps position clients’ brands within theirs; Rappi or Glovo place huge brands that are at least 50-80 years old within their own brands. That is our first pitch. The second pitch is that clients give up 10-30% of their margins to be in this space, which could otherwise be invested into their own channels directly to consumers. We can then do the logistics just as efficiently as Rappi or Glovo. Currently, we are focusing on reaching a critical mass in Ecuador, and we hope to enter Uruguay and Argentina next.
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