Does this look familiar to you?

FOOD Prepared by:

PANDA
No Matrix No Student Name
1 2017592139 Irwan Jay Bin Jakaria
2 2017323473 Norharyani Binti Abdul Samat
3 2018482002 Nurlina Nanang
4 2018891976 Ajiejah Binti Lajim
5 2017554427 Anis Safwanah Binti Saufi
 1 Introduction

C 2 Strategic Assessment
O
N 3 Strategic Analysis
T
E 4 Strategic Implementation

NT
5 Strategic Evaluation

6 Conclusion
INTRODUCTION

Founders Location Establishment Year Area served Product/Service

1. Ralf Wenzel (HQ) Berlin, 2012 Asia Pacific Online food and grocery
(Global) Germany Singapore, Pakistan, delivery
2. Benjamin Bauer Bangladesh, Cambodia,
(Global) Singapore Hong Kong, Japan,
3. Kiren Tanna Laos, Malaysia,
4. Christian Mischler Myanmar, Philippines,
5. Nadine Grau Paulin Taiwan, Thailand,
Bulgaria, Romania
VISION & MISSION

Existing Vision Existing Mission

Not available Bringing good food into your everyday

Proposed Vision Proposed Mission

foodpanda vision is to be world-leading food delivery Our mission is bringing good food into our customer’s
chain in the Asia Pacific region, offering at affordable doorstep, every day in Asia Pacific region where we
price, a genuine customer service and will bringing operate. We are committed to enhance our delivery
good food to your doorstep, every day. service with pace, using latest technology whilst
upholding safety is our utmost priority. We strive to lead
the food delivery industry as we coach our team to
deliver your package with desired Type 1 experience
and maintaining a philosophy a happy customer, a
happy return for us.
STRATEGIC ASSESSMENT
Weighted
Key Internal Factors Weight Rating
Score
Strengths
1 Foodpanda offers low delivery charges. 0.2 4 0.8
2 Foodpanda is a strong brand name and image. 0.01 3 0.03
3 Foodpanda produces a diverse range of product. 0.05 3 0.15
4 Foodpanda pioneered in food delivery industry. 0.05 3 0.15
5 Significant vouchers offered to customers. 0.02 3 0.06
6 Variety of merchants. 0.02 3 0.06
7 Seamless registration process. 0.1 4 0.4
Internal 8 Excellent rider’s customer service & support. 0.02 3 0.06
Factor 9
10
Rider’s morale is excellent.
Attractive incentives offered to partners.
0.02
0.1
3
4
0.06
0.4
Evaluation
Weaknesses
(IFE) Security and safety concerns e.g hidden rider
1 0.07 1 0.07
identity, no insurance coverage
2 Refund system. 0.05 1 0.05
3 Language barrier. 0.01 2 0.02
4 Lack of employee training. 0.01 2 0.02
5 Delivery zone limitation. 0.1 1 0.1
6 Rider registration is not thorough. 0.02 2 0.04
7 Unstable application. 0.03 2 0.06
8 Poor customer service. 0.02 2 0.04
9 No rating system for rider. 0.05 2 0.1
10 No e-wallet. 0.05 1 0.05
Total 1.0 2.72
STRATEGIC ASSESSMENT
Weighted
Key External Factors Weight Rating
Score
Opportunities
1 Growing market for potential customers 0.05 3 0.15
2 Political forces e.g MCO 0.1 4 0.4
3 Expansion across the districts and country 0.08 4 0.32
4 Inproved customer service 0.03 3 0.09
5 In app service improvement 0.08 4 0.32
6 New partnerships 0.02 3 0.06
Technological advancements (offline &
7 0.02 3 0.06
External online)
8 Adding more variety merchant-partners 0.05 4 0.2
Factor 9 Additional automation of delivery process 0.04 3 0.12
Innovation in new delivery service option
Evaluation 10
e.g drone
0.04 3 0.12

(EFE) Threats
1 Increasing potential competitors 0.1 1 0.1
2 Negligence of potential competitors 0.03 2 0.06
3 Low customer reachability 0.08 1 0.08
4 Economic downturn 0.01 2 0.02
5 Food contamination 0.06 1 0.06
6 Price competition 0.03 2 0.06
7 Easily substitute by competitor 0.04 2 0.08
8 Ease of home-cooking / in-store buying 0.05 1 0.05
9 Security issues e.g hidden rider identity 0.04 2 0.08
Lack of information regarding delivery
10 0.05 1 0.05
alternatives.
Total 1.0 2.48
STRATEGIC ASSESSMENT

Foodpanda Grab MoreFun

Critical Success Factors Weight Rating Score Rating Score Rating Score
Strong online
1 0.12 4 0.48 3 0.36 2 0.24
presence
2 Brand reputation 0.13 4 0.52 4 0.52 3 0.39
3 Market share 0.07 4 0.28 3 0.21 2 0.14

Competitive 4
Sales per
0.06 2 0.12 3 0.18 2 0.12
employee
Profile Successful
5 0.14 4 0.56 2 0.28 1 0.14
Matrix promotion
(CPM) 6
Variety of
0.15 4 0.6 1 0.15 2 0.3
payment methods
Wide range of
7 0.07 2 0.14 3 0.21 2 0.14
product
Price
8 0.08 4 0.32 2 0.16 2 0.16
competitiveness
Technological
9 0.05 3 0.15 3 0.15 3 0.15
competence
Customer
10 0.13 3 0.39 4 0.52 3 0.39
satisfaction
Totals 1 3.56 2.74 2.17
STRATEGIC ANALYSIS

Strengths-Weaknesses-
Opportunities-Threats
(SWOT) Matrix
STRATEGIC ANALYSIS

Strengths-Weaknesses-
Opportunities-Threats
(SWOT) Matrix
STRATEGIC ANALYSIS

The Strategic Position

and Action Evaluation
Matrix (SPACE)
STRATEGIC ANALYSIS

The Grand Strategy

Matrix
STRATEGIC ANALYSIS
Expansion of area and Develop new delivery
increase service and service (by drone)
product
Key External Factors Weight AS TAS AS TAS
Opportunities
Growing market for potential
1 0.05 4 0.2 4 0.2
customers
2 Political forces e.g MCO 0.1 3 0.3 3 0.3
Expansion across the districts and
3 0.08 4 0.32 2 0.16
country
4 Improved customer service 0.03 - - - -
5 In app service improvement 0.08 - - - -
6 New partnerships 0.02 4 0.08 2 0.04

The Quantitative 7
Technological advancements (offline
& online)
0.02 2 0.04 4 0.08

Strategic 8
Adding more variety merchant-
partners
0.05 4 0.2 1 0.05

Planning Matrix 9
Additional automation of delivery
process
0.04 - - - -

(QSPM)
Innovation in new delivery service
10 0.04 2 0.08 4 0.16
option e.g drone

Treats
1 Increasing potential competitors 0.1 3 0.3 3 0.3
2 Negligence of potential competitors 0.03 - - - -
3 Low customer reachability 0.08 1 0.08 2 0.16
4 Economic downturn 0.01 0 0 0 0
5 Food contamination 0.06 0 0 0 0
6 Price competition 0.03 0 0 0 0
7 Easily substitute by competitor 0.04 0 0 0 0
Ease of home-cooking / in-store
8 0.05 3 0.15 2 0.1
buying
Security issues e.g hidden rider
9 0.04 - - - -
identity
Lack of information regarding
10 0.05 - - - -
delivery alternatives.
Total 1.0
STRATEGIC ANALYSIS
Expansion of area and Develop new delivery
increase service and service (by drone)
product
Key External Factors Weight AS TAS AS TAS
Opportunities
Strength
1 Foodpanda offers low delivery charges. 0.2 4 0.8 2 0.4
Foodpanda is a strong brand name and
2 0.01 - - - -
image.
Foodpanda produces a diverse range of
3 0.05 4 0.2 2 0.1
product.
Foodpanda pioneered in food delivery
4 0.05 4 0.2 4 0.2
industry.
Significant vouchers offered to
- -
The Quantitative
5 0.02 - -
customers.
6 Variety of merchants. 0.02 4 0.08 2 0.04

Strategic 7 Seamless registration process.

Excellent rider’s customer service &
0.1 - - - -
8 0.02 - - - -
Planning Matrix 9
support.
Rider’s morale is excellent. 0.02 - - - -

(QSPM) 10 Attractive incentives offered to partners. 0.1 - - - -

Weakness
Security and safety concerns e.g
1 hidden rider identity, no insurance 0.07 - - - -
coverage
2 Refund system. 0.05 - - - -
3 Language barrier. 0.01 - - - -
4 Lack of employee training. 0.01 - - - -
5 Delivery zone limitation. 0.1 1 0.1 2 0.2
6 Rider registration is not thorough. 0.02 - - - -
7 Unstable application. 0.03 - - - -
8 Poor customer service. 0.02 1 0.02 1 0.02
9 No rating system for rider. 0.05 - - - -
10 No e-wallet. 0.05 - - - -
Total 1.0 3.15 2.51
STRATEGIC IMPLEMENTATION

To keep maintaining in the market and be competitive to others, 3 areas that can be improved

Marketing Strategic Management Human Resource

Strategy Information System Strategy

1. Engage customers in social Improvement on: 1. Training

media. 1. Security - Basic language classes (English,
Leverage the advancement of Data protection both rider and Mandarin) to address the language
technology e.g Facebook, customers barrier
Instagram, Twitter etc 2. Weak refund system - Customer service & communication
Accelerate the refund period from 7 skill training to address the
days to 1 working days customer’s experience
2. Segment markets effectively. 3. Unstable application
e.g market development, market Invest on bigger server capacity 2. Culture
penetration which will allow 4. No rating system - Work-life-balance
foodpanda to operate with limited Introduce Star rating system to - Recognition
resources. evaluate rider/merchant’s - Incentives
performance - Motivation
3. Develop and use product- 5. Unavailability of e-wallet
positioning. Partnership with local bank for e-
wallet function
STRATEGIC EVALUATION
Busin
ess s t a l I nte gration
on
trateg
y : Mark str at eg y: Horiz
te
eting Corpora
HIGHLY RECOMMENDED To domain of operation and thus will result in increased
customer base and can penetrate into deeper markets.
A lot of cost towards logistics, infrastructure. So, we can Also, FoodPanda do not have to change its existing
Suitability
reduce these costs and streamlining the operations we business model because of this acquisition
can increase our margins.

It is acceptable by customers since food delivered at Customers will accept FoodPanda because of better
lower costs compared to competitors is very welcoming Acceptability delivery service, large restaurant base and better offers. 
factor.

It is very feasible for Food Panda to adapt cost There is no need to implement significant changes to its
leadership by planning and implementing cost reduction Feasibility existing operations since the domains are same. Also,
measures. this will result in extended customer base and
decreased competition in the long-term. 
STRATEGIC EVALUATION

Primary
Area of objectives Measure or Target Time Expectation
Responsibility

Customer Satisfaction 10% customer satisfaction rating per month Management

Customers
Increasing the markets 10% Incrcrease in Market share Per month Employees

Security and Safety 95% Protect Employee Data Organization

Manager/Employees
Poor Customer Service 10% Reduce Customer Complaint Per Month Employees

Language barrier Reduce 10% miscommunication per months Employees

Improve period of payback or refund from 7 days to 1

Weak refund system Organization
days
Operation/Processes
Unstable application Invest on bigger server capacity Organization

No rating system for the rider Provide rating sytem for rider performance Organization

No e-wallet Provide e-Wallet system Organization

 CONCLUSION

Foodpanda, one of the most formidable rivals in the food

delivery business, is one of the most difficult to beat. This

company operates under a highly unusual business strategy,

in which they serve as a middleman between restaurants and

consumers, using its logistics team to deliver the meals.

Foodpanda, on the other hand, has the potential to create

more profit by improving their advertising and promotions, as

well as by improving their delivery methods.