High Touch Customer Service – We don’t simply pick up and drop off, we ensure the satisfaction of our customersīy creating a unique experience.Harrison Evola: We approached each of these factors as a means to differentiate ourselves, and that HCOB: How did you roll-out this three-pronged approach back then, and how has that changed And the needs of students and others for flexible employment options that work for them.Love and want to support. FetchMe works to design a merchant relationship that works for the local restaurant owners, our customers and FetchMe. The needs of the owners of the local restaurants and other businesses these residents.The needs of local residents when curating restaurant, grocery, and essential items delivery and takeout options.Of takeout delivery by aligning three key factors: Local restaurant, and leveraging an already-strained independent contractor relationship. Without their permission, implementing marketing campaigns with a low ROI for the The customer-acquisition side through listing restaurants on their delivery platform Harrison Evola: Their business models were – and still are – primarily transactional. HCOB: What were these large competitors not doing or were unable to do – that best characterized the opportunity you saw? Of one our favorite locally based restaurants in Auburn and Opelika.įetchMe builds websites for locally based businesses and runs marketing campaigns Promoting local restaurants, and recently started a restaurant blog called “ Behind the Scenes” Every week we publish a story where our readers learn the secrets behind the success Service – they were looking for made much more sense from a business perspective.įetchMe also builds websites for locally based businesses, runs marketing campaigns Approaching local customers with the specific services – and high-touch What companies with far more resources than we could ever amass were doing wasn’tĪ viable option. Of classroom curriculum, entrepreneurship initiatives and student resources was toįocus foremost on addressing unrecognized or poorly served customer needs. Harrison Evola: One of the most important lessons I learned through Harbert’s unique combination Town when that was what local restaurants needed and residents in the greater community That leveraged the inability or reluctance of the “big boys” to invest in each local HCOB: You envisioned something distinct from what was available already, a market strategy Models the national food delivery brands were basing their entry into our market on. We saw our mission as significantly differentįrom the independent contractor-based, incremental return-on-investment ride-share The gig economy started to mushroom and open up new opportunities to better serveĬustomers, we recognized the potential of providing customized services that go beyond We saw an opportunity to provide the greater Auburn/Opelika area with a high-contact,Ĭustomer-focused restaurant delivery service that went beyond “mere” delivery. Prescient – not just over the past half a dozen months. Harrison Evola: Our strategy and focus on local community engagement has turned out to be somewhat You set out to differentiate yourself from much bigger competitors and how that approachĮnded up paying dividends when the pandemic hit. Tell us a bit about your mission at launch – the ways Role does local engagement and robust investment in the community play in successfullyĬompeting in an industry dominated by some of the largest conglomerates in the world? Ferrell, about the rapidly evolving food delivery market. Two members of Harbert’s faculty, Linda Ferrell, and O.C. Local restaurants accelerate their transition to the new pandemic environment – and The Harbert College of Business recently spoke with Harrison Evola, Harbert alum andįounder and CEO of FetchMe – an Auburn-Opelika food and essential items delivery company that is helping many To navigate the new and unchartered waters of online ordering and meal delivery. Take-out service as their primary revenue stream. More severely than independent local restaurants. These small, often family-ownedīusinesses were hit with strict capacity limitations and the sudden transition to The COVID-19 pandemic has impacted businesses large and small, but perhaps no sector
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