The GetSwift App ‘Changed The Game’ For the Drivers At Billiard Factory

Live tracking and photos have elevated customer service at the game-room furnishings retail company

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About a year ago, Billiard Factory, which delivers game-room furniture from 10 stores across Texas, Nevada, and Florida, was running on manual. Prior to starting a delivery, drivers would have to make phone calls to customers to let them know when their deliveries were scheduled to arrive. After the delivery, drivers would have to jot down any problems (like a scratch on a pool table) on a paper receipt that would sit in a truck all day and not be seen be a dispatcher until the following day.

All this manual work led to all sorts of potential for mistakes—before and after delivery. Some drivers would occasionally forget to call (meaning they could show up unannounced with a pool table in-hand) and others weren’t very comfortable talking on the phone. After a delivery, Billiard Factory had very little immediate visibility of any problems or customer complaints.

But Billiard Factory has now conquered these problems after adopting GetSwift’s driver and customer apps. Before a job, a text message gets automatically sent to customers giving them a live tracking link and an ETA, allowing them to plan their day around the delivery. And when drivers complete a job, they’re now automatically prompted in their GetSwift app to take photos, get signatures, and type any notes. This data is immediately seen by dispatch.

“Now, we get instantaneous feedback not only with notes but with pictures,” Ken Santoro, the IT Director at Billiard Factory, said. “We can take action on those issues before the driver gets down the street.”

“We get back to the customer before they even have a chance to call us or write a bad review,”  Santoro said.

The big benefits of the app: Visibility and Automation

(Driver Patrick Disney on the GetSwift app)

(Driver Patrick Disney on the GetSwift app)

For one of Billiard Factory’s most senior installers, Patrick Disney, and his colleagues, the app has been a game-changer. Now, with the click of a button saying he is on his way, the customers he serves get a live ETA. He also clicks when he’s at the job (to let dispatch know) and when it’s completed. If you’re counting, that’s only three times that he interacts with the app during an entire delivery.

“It’s a very simple process. I can’t really complain about the little bit that I have to do,” Disney said.

But the biggest benefit he’s seen is how much the automated alerts and live tracking help customers plan their day.

Disney told the story of a customer with a beach house an hour-and-a-half from Houston, where she was at the time. “By getting her that automatically-sent GetSwift text, she was able to drop a few things, head out to the beach early, and meet us at almost the exact same time that we arrived,” he said.

“They love knowing where the drivers are at,” Santoro added. Since using the app, “customer satisfaction is way up.”

While it doesn’t happen often, something can go awry –like a driver makes a mistake or a foosball table arrives damaged—customers end up happy because the problem is immediately addressed.

“While we can see some customers are disappointed that the product came in damaged or there was a scratch, a driver will still get a 5-star review. A lot of that has to do with the driver’s know-how but a lot has to do with transparency,” Santoro said.

Using GetSwift To Elevate Their Game

Now that they have so much more transparency into their delivery operation, Santoro sees endless possibilities.

First, sales reps—who also have access to the GetSwift data—can manage all their sales cycles more effectively. The day after delivery, they can make follow-up calls armed with the photos and notes from the day before. Second, Billiard Factory can start turning installation data into business intelligence: When they know exactly how long each piece of furniture takes to install, they can plan accordingly.

Most importantly, GetSwift has helped Santoro with his #1 IT initiative: wowing customers.

“GetSwift brings transparency to our deliveries and takes our game to the next level. It’s the final piece when it comes to perfecting delivery and wowing our customers,” Santoro said.

To learn more about how GetSwift’s smart delivery platform can elevate your business, Get in touch with us.



Hey! How One Text Message Can Improve Your Customer’s Day

Why SMS Alerts are key to any delivery experience

-Pegeen Stone

Some delivery businesses we work with at GetSwift have their doubts about SMS Alerts. One common worry is: “If I send SMS alerts, will I bother my customers?”

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In a word: No. Predictable delivery is not just a convenient, nice thing to have anymore—it’s expected. Your customer is building how they spend their day, night, or, in the case of large delivery like a couch or a refrigerator, their week around this delivery. Text messages are a great way for customers to manage their time, interact with your brand, and even get prompted to contact your team if they need to change the delivery time.

Text alerts have also become common courtesy. Remember the days of sitting on your couch wondering when your Chinese takeout will arrive and having no idea if you can take a shower or walk the dog—or not? Those days are long gone.

The best part? Automated SMS alerts can be set up in minutes on GetSwift. You can learn how easy that is on our support page.

As you set up SMS alerts, here are some awesome things you do to add a flourish to your messages:

First, you can automatically personalize each SMS Alert just by adding a field for the customer’s name and the driver’s name when you set up your alerts. You can also choose to add links to a Live Tracking Map, Live ETA, or a feedback form.

Second, you can add your own branding. Write the message in your tone of voice and choose the name of the sender that pops up on your customer’s phone.

Third, you can choose which events will trigger an SMS alert. Here are the events that could trigger an alert: New Job Started, Task Accepted by Handler, Delivery En Route, Delivery Completed, and Delivery Cancelled. Choose all 5 or just one.

In sum, giving customers an accurate prediction of when their delivery will arrive is a must-have for delivery businesses, and SMS alerts a great way to do it. With GetSwift, you can customize those messages to your needs so that your customers are kept informed, at ease, and, most importantly, excited about your products and their delivery.

For a guide to setting up SMS alerts, head to our support page. To learn how GetSwift can help you conquer the chaos of delivery, get in touch.


The Dispatcher: Issue 6

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How Location Intelligence Enhances The Customer Experience

Location intelligence, when combined with the vast amounts of operational and customer data owned by most retailers, delivers greater efficiencies and levels of customer experience that were previously unattainable.

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Amazon Is Now Texting Arrival Times For Package Deliveries — Here's How It Works

Amazon has started texting customers to let them know what time their packages will arrive.

The text notifications are still in testing phase, so they aren't available to all customers, an Amazon spokesperson told Business Insider.

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Chains Start Charging More For Delivery Orders

Restaurants raise prices for delivery as providers ease requirements and say they've had little pushback from customers. 

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4/20 Broke Marijuana Delivery Websites Everywhere

April 20 - or 4/20 as it's commonly referred to - is undoubtedly the marijuana industry's biggest day. So it's no surprise that a lot of weed was bought, sold and smoked last Saturday. But even though licensed retailers and couriers knew there would be a huge spike in cannabis purchases last weekend, many couldn't supply enough weed to meet consumer demand. 

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Domino's Leaning On Fortressing To Improve Delivery, Not Third-Party Aggregators

"What happens when you have a service failure?" he said. "Who is to blame?"

With 62% of diners blaming both restaurants and delivery companies for bad business, it makes sense that third-party delivery is just a risk Domino's isn't willing to take. 

GetSwift Appoints Terrance White to Board as Non-Executive Director

Brings Over 40 Years of Commercial and Growth Experience

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NEW YORK--(BUSINESS WIRE)--GetSwift Limited (ASX: GSW) (‘GetSwift’ or the ‘Company’), a leading provider of SaaS logistics technology, today announced the appointment of Terrance White to the GetSwift Board of Directors. Mr. White brings over 40 years of experience directing, advising and investing in private and public companies from early-stage tech start-ups to the Fortune 250, with extensive experience in international business development, sales management, and marketing.

“I am excited to join GetSwift’s Board of Directors at this time of significant growth and expansion for the Company. GetSwift has built a world class senior executive team that from a leadership, strategy, product, technology, and operations standpoint that is second to none. Their recent acquisition of two complimentary SaaS platforms and their integration to meet customer needs in the last mile and workforce management demonstrates a unique ability to execute rapidly the lessons their business intelligence data is giving them,” Mr. White said. “I look forward to drawing on my experiences scaling organizations - particularly revenue teams - to help GetSwift scale while growing the top line.”

Bane Hunter, Chief Executive Officer and Executive Director said, “Terry is an outstanding global executive with a wealth of experience particularly in the North American markets. His insight, advice, networks and experience will be most welcome. We are delighted to add such an accomplished director to the Board and to the Company. We look forward to working with him in the boardroom to create long-term shareholder value.”

Mr. White previously served for 30 years in successful leadership roles for NYSE publicly listed Genuine Parts Company (GPC). His last 11 years at Genuine Parts were as President of its Rayloc Division. He was previously GPC’s Vice President of Sales and Executive Vice President of NAPA, one of the world’s best-known brands. Over his career, he has been involved as an advisor, investor and/or board member for several technology firms including NanoLumens, Interpoint Partners, DIS, and Gauge Insights. Engaged in the Atlanta community through numerous memberships and affiliations, he serves on the Board of Trustees of Oglethorpe University and the Children’s Healthcare Research Trust and is an active member of the Atlanta Rotary Club.

Consistent with the Company’s focus on revenues and scaling the business to meet global demand, the Company intends to shortly appoint a new Independent Non-Executive Chair with strong growth and governance experience. Importantly, once all appointments take effect, the Board will continue to have a majority of independent directors.

Annexure: Proposed equity grant

Subject to receiving shareholder approval, GetSwift proposes to issue an aggregate 300,000 options to subscribe for one fully paid ordinary share each in the capital of the Company (Options).

These Options are intended to be offered to Mr. White or his associates, consistent with US market practice for emerging growth companies and consistent with the previous options awards made to Non-Executive Directors.

In accordance with commentary in the ASX Corporate Governance Council Principles and Recommendations, these securities issued to non-executive directors will not have performance hurdles. Further, they will not vest if the recipient ceases to be a director of the Company.

The Options will be granted no later than 1 month following shareholder approval, with an exercise price for each Option being the 30-day VWAP for shares in the Company immediately prior to the grant date.

Over 3 years, the Options will vest in equal quarterly installments, but they may only vest if at the time of the applicable vesting the recipient is still a director of the Company. The Options expire 10 years after their issue date.

Adjustments to numbers of options and exercise price are only as permitted under ASX Listing Rules. If the shares resulting from the exercise of the options are issued and not transferred, the Company will immediately apply for quotation of the shares. The Option terms will include acceleration of vesting for change of control or liquidity events. Options are not transferable prior to vesting, other than to estate planning vehicles. At the request of the Option holder and subject to all applicable law, options may be net exercised.

About GetSwift Limited
Technology to Optimise Global Delivery Logistics

GetSwift is a worldwide leader in delivery management automation. From enterprise to hyper-local, businesses across dozens of industries around the globe depend on our SaaS platform to bring visibility, accountability, efficiency and savings to their supply chain and “Last Mile” operations. GetSwift is headquartered in New York City and is listed on the Australian Securities Exchange (ASX:GSW). For further background, please visit GetSwift.co.


Contacts

Media enquiries: John Jannarone: jjannarone@getswift.co
Investor enquiries: investors@getswift.co
Company Secretary: Sophie Karzis: skarzis@getswift.co +61 3 8622 3351

In An Industry Still Modernizing, HERB Makes Cannabis Delivery As Consumer-Friendly As Pizza

How HERB built a brand on fast delivery, with a little help from GetSwift

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Over a half decade ago, before recreational marijuana was even legal in California, Bobby and his business partner at Los Angeles-based HERB started thinking about delivery.

Nearly everyone receiving delivery of that beloved green herb had an experience that left something to be desired: quickly opening the doors of an unfamiliar car, no clue who the delivery person is, no real explanation of the product. And also potentially unsafe.

When Bobby founded HERB, which has since become a delivery service known for its customer service and ultra-quick delivery times (just look at reviews on Leafly or Google for proof), with routine 30-minute deliveries in the notoriously congested city, he wanted to radically change the notion of user experience when purchasing cannabis products.

“We wanted cannabis users to achieve the same level of convenience that they were achieving in all other aspects of their lives,” Bobby said. “You can order coffee to your office or your home, you can get food delivered any time you want. Why not cannabis?” he asked.

The Early Days

From the start, HERB decided to build its business on two pillars: being digital first and giving world-class customer service (both, of course, include delivery). Simply creating a website helped them stand apart. Five years ago, most cannabis retailers didn’t even have a website, so the fact that HERB built one that looked nice with a wide product selection and in-depth product descriptions was groundbreaking.

In terms of customer service, Bobby knew that creating the right experience for users meant giving them knowledge and attention. He said consumers had been misled about cannabis for a long time and it was HERB’s role to come in and help educate them.

In the early days, “Our customer service line was lit up all day long, where we would literally just talk to people—15-, 30-, 45-minute conversations—about what they wanted to achieve through cannabis use and how they might be able to get there,” Bobby said.

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Scaling Up & Transforming Delivery

Customer service, of course, is also about speed and convenience, especially since the competition is fierce. If you’re not consistently fast, customers have the option to just walk to a dispensary to purchase flowers.

The company has since been able to promise that speed to customers, offering “Free, Fast Delivery” that will “arrive anywhere from 15-45 minutes” right on their website. (That’s in contrast to the normal delivery time promised by competitors, which is typically over an hour, Bobby said).

As the company has scaled up, the way to achieve that speedy delivery has changed, though.

In their first year, Bobby and his team were dispatching and communicating to their handlers via text message, something that at a small scale, worked just fine. But soon after, they started using the GetSwift platform to keep track of hundreds of deliveries and dozens of routes at once.

“As we began to scale, dispatching and routing became a really complex thing to do,” Bobby said. “Keeping all the information straight, keeping the routes straight, and ensuring that everything is going as planned, is really a feat in itself.”

“Without using a logistics platform like GetSwift at the scale that we’re at, it would be very difficult to execute on the promises that we make our customers,” he added.

GetSwift Gives Flexibility, HERB Nails The Execution

For Bobby, the beauty of GetSwift’s platform is its adaptability.

“The platform is built in a way that it’s easily customizable, so if you need to add or delete fields, if you want to go automatic dispatch as opposed to manual dispatch, you can do all of those things...It’s very open source,” Bobby said. And the fact that he can call GetSwift’s team if a problem arises and quickly get an answer has been a big help, too, he said.

However, the software is just the foundation. It’s the execution that makes HERB stand out from competitors, Bobby said.

“How you use (GetSwift) and how well-trained your employees are and how much they’re hustling is truly what makes the difference at the end of the day,” he said.

The Many Facets Of Delivery Experience

When you take a look at reviews of HERB on Leafly, you quickly learn what customers like about the HERB platform, and they are all things that a last-mile logistics platform can help businesses achieve.

On Leafly, customers raved about the fast sign-up:

“The delivery service is amazing, quick verification and easy ordering.”

And the Live Order Tracking and SMS Alerts:

“Herb is the best service. I’ve used them for over two years now. They allow credit cards upon delivery and they use a convenient app to track your order!”

And the flexible payment options:

“Herb is great! Wide selection, arrives in a timely manner, friendly delivery people, and arrives in a cute box. You can use a card or cash and the checkout is easy. I use Herb exclusively!”

Finally, it looks like you can’t beat their speed:

“They always arrive in like 30 minutes or less! Fastest of all the deliveries! They are super professional and each delivery comes in a cute little package with info on your product.”

The reviews go on and on (in the hundreds). But if you think HERB is going to rest on its laurels (or its flowers), you just wait. This is just the start of Bobby’s big ambitions.

“Our primary goal is maintaining our status as the best delivery platform in the state and hopefully we’ll be able to expand nationally and worldwide at some point,” Bobby said.


To learn more about how GetSwift’s smart delivery platform can elevate your business, Get in touch with us. 

How To Turn Your Worst Day Leading a Delivery Business Into Much Easier Days Ahead

By Joel MacDonald, GetSwift co-founder

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When I led Liquorun, a delivery startup I co-founded in Melbourne in 2013, my team and I started out every day with a series of questions: “What was the weather going to be like? Any sporting events? How many drivers do we have? What did business look like on this day last year?” Using this data, we planned our day. 

But it didn’t always work out as planned—a common problem in this line of business. Some days we got slammed by unexpected problems, causing all of us who would normally work the phones to hit the road ourselves in cars, bikes, and scooters. Here’s the story of one of those days, how we got through it, why we added another question to our daily repertoire, and the steps we took to make our delivery operation much more efficient and effective—steps that you and your team can take too. 

Here’s what happened…

One day, most of our drivers called in sick. It was bizarre, we had no idea why it was happening, and we were scrambling. Only later did we figure that India was playing in a big cricket match at the Melbourne Cricket Ground, and many of our drivers at the time were of Indian descent. Not only did we have to deal with the traffic that comes with a major sports event, but we didn’t have enough handlers to work a busy day of deliveries (some of which were probably fans ordering a beer to watch the match). 

It was chaos. I was on the road and our staff that normally handles calls was too. It was painful. 

The first lesson: include more data in your model 

The cricket match taught us lots of lessons. First, we had been excluding some small yet critical data: sporting events. We started entering that into our models we used to determine how large of a fleet we’d need that day, and when and where to deploy drivers. 

Second, we developed a crucial strategy: let’s keep a contingency fleet—a group of drivers who would get a bonus if they were ever called up—at the ready. These days, we see this model in the form of the more sophisticated surge pricing from companies like Uber and other urban logistics platforms. 

How’d we determine if the backup fleet was needed? We took a look at the historical data, asking how often orders were placed in our different delivery zones (this was very manual still). If the demand was much higher than the supply of drivers, we knew we needed to have the reinforcements in that zone. That evolved into a program running in the background that would advise drivers to stay in a certain area because deliveries would be coming and dramatically helped planning the roster each shift (a program that, with others, would eventually evolve into Version 1 of GetSwift).

The next step: make a list of your challenges 

A shortage of drivers is just one issue your delivery operation may face. Your next step is to break them all down, one by one. Some examples could be:

  • driver supply

  • long trip times

  • long trip distances

  • traffic 

  • high peaks and low troughs of demand

  • unreliable drivers

  • dispatching decision-making

  • customers not knowing where their delivery is

Let’s take a look at the average time of the trip. If you export all your trip times into an excel sheet with some other basic information like destination, starting zone, time of day, distance, the number of drivers in your fleet, you can start to learn a few things. Look for outliers—any trips that took a really long time—and eliminate them. See how much it affects the average. If the result is a much lower average delivery time, you might consider doing what we did at Liquorun, consolidate your delivery zones. 

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Although eliminating one or two zones means losing some potential customers, you will likely gain something much more important, the customers who are delighted regulars and buy more, which outweighs the cost of a lost customer that you might have originally wanted to service. A similar analysis could remove one low-performance driver from your data. If that significantly improves your delivery time, maybe it’s time to have a hard conversation with that driver. 

In sum, think of your operation as an organism and look at it from a macro standpoint. Every single data point impacts every other data point within the organism. To keep the organism healthy, sometimes you need to pull out or add a couple of data points. And folks, this optimization never ever ends! You have to keep testing and refining to keep getting better.

Test, test, test. Then test. 

Finally, real-world testing, aka trial-and-error, is the key to improvement. That’s the only way you can learn if your theory, based on data, helps your business. You can test literally anything—from what might happen if you eliminated two delivery zones to what if you doubled your fleet size.

Your tests can go beyond driver management into marketing and e-commerce. For Liquorun, it was as simple as changing the button color on the home landing page from green to blue. Once we did, we were surprised at the outcome. We started getting 30% more visitor entries to our menu page. Be curious. What else can you improve? It’s really fun and you can find profound results. Test against your bias and let the data tell you the story.

Where to go from here

Being a delivery operator is a day-to-day grind. But there are concrete steps you can take—even beyond calling platforms like GetSwift and  Delivery BIZ Pro, a platform we recently acquired—to solve a lot of your pain. Starting today, you can dig into the data and test it out on the road. In doing so, you’ll not only be making immediate improvements but also laying the roadmap for your future success, so you can conquer the chaos of delivery and start loving your last mile. 

Interested in conquering the chaos? GetSwift can help you start improving your delivery operation in hours. Get in touch

A personal snapshot of our Founder & President in today's The Native Influence.

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An excerpt from Joel MacDonald’s Native Influence profile.

Find the full version here.

How do you motivate others?

I think any good leader understands the concept that no individual is the same and each has a different hierarchy of needs. The leader’s job is to understand the needs hierarchy of that individual and augment that with the broader common movement of a group, team or organization in order for all stakeholders to reach a level of purpose, achievement, motivation, and fulfillment. It’s also probably a good idea to do an audit of yourself first about your own hierarchy of needs and what drives you as a person to have a better and more empathetic perspective on the people around you.”

— Joel MacDonald

GetSwift Appoints Marc Naidoo to Board as Non-Executive Director

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NEW YORK--(BUSINESS WIRE)--GetSwift Limited (ASX: GSW) (‘GetSwift’ or the ‘Company’), a leading provider of SaaS logistics technology, today announced the appointment of Marc Naidoo to the GetSwift Board of Directors. Mr. Naidoo brings over 20 years of technology and governance experience to GetSwift.

Marc Naidoo joins the Board as a seasoned senior technology executive with global experience in managing IT systems and infrastructures in large geographically diverse companies. He also has significant experience in governance across large technology groups in senior management positions in Asia Pacific, Europe, and Latin America.

Mr. Naidoo is currently GM of Technology for Global Finance Transformation at Toll Group, which operates a vast global logistics network across 50 countries with over 40,000 employees that provides diverse freight transport services including road, rail, sea, air, and warehousing.

“I am thrilled to join GetSwift’s Board of Directors during such an exciting period of hyper growth for the Company. GetSwift’s position as leading global SaaS provider is well-known as it accelerates its penetration into international markets particularly North America,” Mr. Naidoo said. “I look forward to leveraging my deep experience in growing technology organizations and in governance to help GetSwift achieve its goals.”

Michael Fricklas, Independent Non-Executive Chairman of the Board of Directors said, “Marc brings significant technology experience particularly around optimizing and growing organizations.” Mr. Fricklas said, “On behalf of the Board, we look forward to working with Marc and to the contributions he will make to the Company as it grows organically and inorganically in the coming years.”

Bane Hunter, Chief Executive Officer and Executive Director said, “Marc is a world class executive with tremendous technology and governance experience. We are excited to add such a valuable person with core technology and logistics strengths to the Board and to the Company. I am excited to welcome him and look forward to leveraging his experiences as the Company continues its global expansion and for creating long-term shareholder value.”

Mr. Naidoo’s previous technology experience also includes senior roles at NBN Australia’s Broadband Network, BHP Billiton, Foxtel, and General Motors including CIO of General Motors Australia and New Zealand. Over his career, he has successfully delivered several digital transformations, Big Data initiatives and organizational transformations with a strong focus on the customer and operational stability.

Annexure: Proposed equity grant

Subject to receiving shareholder approval, GetSwift proposes to issue an aggregate 300,000 options to subscribe for one fully paid ordinary share each in the capital of the Company (Options).

These Options are intended to be offered to Mr. Naidoo or his associates, consistent with US market practice for emerging growth companies and consistent with the previous options awards made to Belinda Gibson, David Ryan and Michael Fricklas.

In accordance with commentary in the ASX Corporate Governance Council Principles and Recommendations, these securities issued to non-executive directors will not have performance hurdles. Further, they will not vest if the recipient ceases to be a director of the Company.

The Options will be granted no later than 1 month following shareholder approval, with an exercise price for each Option being the 30-day VWAP for shares in the Company immediately prior to the grant date.

Over 3 years, the Options will vest in equal quarterly installments, but they may only vest if at the time of the applicable vesting the recipient is still a director of the Company. The Options expire 10 years after their issue date.

Adjustments to numbers of options and exercise price are only as permitted under ASX Listing Rules. If the shares resulting from the exercise of the options are issued and not transferred, the Company will immediately apply for quotation of the shares. The Option terms will include acceleration of vesting for change of control or liquidity events. Options are not transferable prior to vesting, other than to estate planning vehicles. At the request of the Option holder and subject to all applicable law, options may be net exercised.

About GetSwift Limited

Technology to Optimise Global Delivery Logistics

GetSwift is a worldwide leader in delivery management automation. From enterprise to hyper-local, businesses across dozens of industries around the globe depend on our SaaS platform to bring visibility, accountability, efficiency and savings to their supply chain and “Last Mile" operations. GetSwift is headquartered in New York City and is listed on the Australian Securities Exchange (ASX:GSW). For further background, please visit GetSwift.co.

Contacts

Media enquiries: John Jannarone: jjannarone@getswift.co
Investor enquiries: investors@getswift.co
Company Secretary: Sophie Karzis: skarzis@getswift.co +61 3 8622 3351

GetSwift allows this Meals-on-Wheels provider to put real-time tracking in Seniors hands.

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GetSwift allows this Meals-on-Wheels provider to put real-time tracking in seniors hands. Real-time tracking of deliveries is the new norm, and it’s working even for folks we sometimes assume aren’t so hip with technology: the elderly.

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A new partnership between GetSwift and Somerville-Cambridge Elder Services (SCES) in Massachusetts is allowing older people who rely on free hot meals to accomplish all sorts of new, important tasks: track their meals in real time, receive text message notifications, cancel orders, and more.

The older generation is getting it done right from a simple SMS message to their smartphones—being able to track the location of their hot and cold meals, snacks, and frozen foods in real-time. SCES alone served more than 240,000 meals last year, part of the over 2.5 million Meals-on-Wheels delivered across the country.

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Somerville-Cambridge Elder Services (SCES) utilizes GetSwift to send text notifications when a delivery is scheduled and when the meal is on its way, which is crucial because we all know there’s nothing more important than a fresh, healthy meal.

For SCES, the GetSwift platform allows them to improve their customer service, become more efficient, and reduce food waste. Their customers no longer have to call them to check on a driver’s ETA—instead seniors can see the driver’s route in real-time, along with an ETA, right on their smartphones.

S.C.E.S implemented GetSwift with its client base last fall and both their drivers and customers are benefitting from the upgrade in technology.

GetSwift is a global leader in delivery management automation and is proud to be in a supporting role behind SCES, a nonprofit elder services agency that’s dedicated to helping people maintain independence and well-being at home, by providing services, supports, and information.

For more information about how GetSwift can transform your Customer Experience, contact info@getswift.co

The Dispatcher: Issue 5

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Wary of Third-Party Delivery, Some Restaurateurs Say, 'It's a Parasitic Relationship.' 

Unlike an increasing number of casual restaurant owners in Pittsburgh, Sonja Finn is fending off food-delivery companies because they undercut the very reason she opened Dinette.

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Tips to Crafting a Winning Delivery Strategy


L.E.K Consulting recently released a report predicting delivery sales would grow at more than three times the rate of on-premises revenue through 2023.

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The Last Mile


In the world of e-commerce, customers want two things: faster shipping times and cheaper prices. As companies compete along these two metrics, squeezed margins force new innovations in efficiency. 

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Autonomous Food Deliveries (And Robots) Put To The Test

The last mile can be vexing for firms aiming to get their products in the hands of consumers. For food companies, the logistics of the last 10 feet can prove a challenge as well.

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Swift Tip: Add Custom Proof of Delivery Fields

Do you need additional information from your customers or drivers as the order is being completed?

 We can help you add these custom fields, such as "# of Boxes" or "POD Name".  

GetSwift is transforming last mile delivery for end-to-end with two new acquisitions!

GetSwift, a leader in last-mile delivery technology for everything from pizza to alcohol and other goods, took aim at that problem with two new acquisitions. The acquisitions—of North American delivery management platform Delivery BIZ Pro and a popular workforce scheduling provider, Scheduling+—are part of the company’s ongoing strategy to unify all the technology needed to address every step of online food delivery, from farm to restaurant kitchen to the home. GetSwift hopes to capture business that even e-commerce giants have had trouble nailing: streamlined delivery technology from end to end.  

The Dispatcher: Issue 4

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Logistics Market Expansion Dominated By Manufacturing, Retail  

The nightmare of 2013, and the roughly two million packages that were delivered late, still looms large in the minds of retailers, carriers, and customers. So let’s check in to see how some of the largest logistics providers and retailers are preparing for this 

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The World’s Most Valuable Resource is No Longer Oil, but Data

A NEW commodity spawns a lucrative, fast-growing industry, prompting antitrust regulators to step in to restrain those who control its flow. A century ago, the resource in question was oil. Now similar concerns are being raised by the giants that deal in data, the oil of the digital era.

 

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These are the Transportation & Logistics Predictions Business Insider Intelligence got right for 2018

At the end of 2017, we outlined five predictions for the transportation and logistics industries for the year ahead. We're now revisiting those predictions to see how they stood the test of time.  Here's what we got right about 2018.

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Amazon To Expand Whole Foods: Is AmazonFresh Strategic? Will Amazon Acquire A Grocery Distributor?

According to the Wall Street Journal, Amazon is planning to build and expand Whole Foods stores across the U.S. to put more customers within range of the e-commerce giant’s two-hour delivery service. 

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Skip the Bag Lunch: Students Opt for Delivery Over Food From Home and Cafeterias

Gone are the days of bag lunches and bologna sandwiches. With a tap on a smartphone, students are getting burgers, paninis and sushi delivered right into their hungry hands at school.

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Swift Tip
: Want $250? Refer a Friend to GetSwift 

       How it works:

  1. Refer someone new to GetSwift

  2. Someone new uses GetSwift for 90 days

  3. You get $250 in your account!

  4. Pat yourself on the back

  5. Refer another friend

The Dispatcher: Issue 3

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 2018 Holiday Logistics Guide 

 The nightmare of 2013, and the roughly two million packages that were delivered late, still looms large in the minds of retailers, carriers, and customers. So let’s check in to see how some of the largest logistics providers and retailers are preparing for this 

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Three Future Delivery Trends We are Likely to See in E-commerce

 Of course, many brands are already offering next day delivery, but same day delivery is likely to become very much the norm in the years to come. Research shows that consumers are willing to pay more if it means getting faster delivery. 

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The Scooter Stampede of 2018 is Great News for Urban Transportation

The beauty of the e-scooters that companies like Skip, Bird, and Lime can whisk you across towns and parks for a couple dollars. Pick one up where you find it and drop it off where you like, as long as it’s not obstructing traffic.

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This Self-Driving Car Uses a Fold-Out Robot Arm to Deliver Parcels

Based on a video of Lotte in action, the delivery vehicle can not only drive itself to a secure locker, but even place a package inside with a fold-out robotic arm — eliminating the need for any human intervention.

How to Make Most of Crowdsourcing in Last-Mile Delivery

As the holiday season gets underway, we’re seeing more and more delivery vehicles on the road. But not all of them are immediately recognizable. That’s because many shippers are turning to crowdsourced logistics to tackle last-mile delivery. As the trend gains speed, consider these strategies to make the most out of crowdsourcing.

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Swift Tip
: The Customer Feedback Link automatically checks the pulse of your business 

  • Utilize the White Labeled Customer Feedback link to get ratings and comments in real time

  • Customers can use the 5-Star rating scale as well as leave feedback

  • Proactively reach out to unsatisfied customers before they reach out to you...or worse post on the internet!

The Dispatcher: Issue 2

Mercedes’ AI research could mean faster package delivery

Using a combination of computer vision and AI, Mercedes believes it can help reduce the time needed to load packages onto vehicles and make sure these boxes are in the optimal spot for an AI-created delivery route. More importantly to delivery companies, the system is cost effective.

To reduce traffic, pollution, delivery services hop on the bike

“UPS is very focused on urban logistics, and our ‘cycle logistics’ solutions, which the cargo e-bike is part of, are all designed to address congestion and pollution,” UPS spokesperson Glenn Zaccara said in an email.  


How smart logistics can help a retailer win the same-day delivery game

Retailers can remain competitive if they can determine how to offer same-day shipping at low prices. Same-day delivery is no longer just a plus but an expectation

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The last mile: Logistics’ final frontier meets gig culture
The so-called "last mile" conundrum has stumped otherwise perfectly tuned systems, confronting them with routes and infrastructure that simply aren’t designed to handle the demands of frequent shipments.

The cost of a failed delivery continues to rise, survey shows

"Today, simply tracking a package isn't enough. Retailers and brands that want to thrive need to invest in people, processes and tools that positively impact last mile delivery and customer loyalty."

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Swift Tip
: Use Automated Alerts to prevent failed delivery  

  • Maintain, retain and build customer loyalty through proactive outreach

  • Let your customers know when to expect their delivery with a customized SMS or Email

  • Send a Tracking Link and customers can follow their delivery on our White Labeled Map...they will even see a live ETA!

  • Solicit feedback with an automatic survey to identify strengths and weaknesses of your business

Introducing The Dispatcher: Issue 1

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Looking Ahead: 11 Predictions On How Drone Deliveries Will Work

As commercial drones gain in popularity, businesses and consumers are speculating about the technology's future role in logistics. Will the systems allow for smarter deliveries at lower costs?

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The Quick and The Late: Testing Same-day Delivery

Same-day delivery offers the tantalizing convenience of online ordering with nearly the . same immediacy of store buying. But how well are stores pulling it off?

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E-Commerce Industry’s Last Mile Needs Create New Demand for Old Warehouse Space

CRE developers can use everything from old government facilities to brownfield sites to capitalize on the need for last mile warehouses.

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You Can Send a Scary Clown to Deliver Doughnuts (and Nightmares) to Your Friends

You don't really know how much you love doughnuts until you're faced with the decision of whether or not it's worth it to snatch one from the hands of a scary clown.

Cannabis Delivery Is the Next Big Trend in the $10 Billion Marijuana Industry

Staying ahead of the curve is how you make the most money in the stock market, which is why we're eyeing the explosive new cannabis delivery sector.

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Swift Tip: Use Your Data to Find Efficient Gaps

  • The heatmap shows where you are currently doing deliveries....but our Swift Experts suggest using what you don't see.  

  • Analyze the empty spots to target new or restrict low volume delivery areas!

  • Use your average delivery by hour or day of the week for smart driver roster planning

GetSwift prepares to deliver

From The Australian - David Swan

Melbourne-based delivery logistics software outfit GetSwift has landed the “godfather of angel investment” Sig Mosley and former Defense Advanced Research Projects scientist John Wilson as senior advisers to its board, as it looks to push further into the US.

Mr Mosley, who has been the most prolific tech investor in the southeast of the US since 1990 having invested in 120 start-ups, said he was very impressed with the Australians and their business “made all the sense in the world”.

“We know logistics and we are very involved with logistics, there are very few companies that have this kind of growth pattern that go from inception to this point, this stage of scale,” he said, adding he and Mr Wilson were planning on investing, but the company had already gone public in Australia.

“It’s funny, we don’t usually have companies go public at this stage,” Mr Wilson said.

GetSwift’s platform uses algorithms to optimise the delivery service for enterprise firms, focusing on the last mile of deliveries, and is used in 51 countries. Mr Wilson said he hadn’t been able to find a natural barrier to the company’s growth.

“The fact they’re already in multiple language markets, and multiple time zones, and scaling smoothly; there’s just a frictionless component to their growth that suggests they may be on a very high trajectory, with all the ingredients there,” he said.

Mr Mosley is currently the record holder of the largest southeast venture capital deal with the $US5.7 billion acquisition of Tradex by Ariba. He is also a director of The Imlay Foundation, Techbridge, and Entrepreneurs Foundation of the Southeast.

Mr Wilson meanwhile helped develop flexible TV screens and electric vehicles, beginning his work with electric vehicles in a 1993 project with the US DARPA.

While in Washington, he also served as executive director of the Southern Governors Association and Washington office director of the Southern Legislative ­Conference.

GetSwift executive chairman Bane Hunter, a former Foxtel and Viacom executive, said he was thrilled and honoured to have the US executives on the team.

“Their advice, networks and experience will be an important contributor as GetSwift is poised to transform the SaaS logistics sector, not just in Australia, but globally,” he said.

Little Caesars hopes to overtake Australian pizza market

Ernie Koury, Director and owner of Little Caesars, Australia, hopes to open 400 stores across the country.

Ernie Koury, Director and owner of Little Caesars, Australia, hopes to open 400 stores across the country.

IF YOU thought the pizza market was already overcooked, think again — because a US heavyweight is hoping to take a big slice of our $3.7 billion action.

Established in 1959, American pizza chain Little Caesars has their sights set on Australia’s fast food market, and hope to become the biggest pizza franchise in the country.

Opening its first store in Casula in 2014, it’s been a slow burn for the franchise to develop across the country — with just four stores currently sitting in NSW.

But according to Australian director, Ernie Koury, the goal is to boom that number well into the hundreds over the next decade.

Ernie Koury is Director and owner of Little Caesars, Australia. Source: News Corp Australia

Ernie Koury is Director and owner of Little Caesars, Australia.Source:News Corp Australia

 

“The market itself could easily sustain 400 Little Caesar franchises,” Mr Koury told news.com.au.

“But it’s important to get it right. This is not a contest of speed, and about how many stores I can build as soon as I arrive.”

Mr Koury, said his slow rollout is part of the plan to “develop the exact product required for the Australian consumer”.

“If I came to Australia and opened 20 stores at once, then realised we needed to change the format of our business to cater for local requirements — that would be much harder to do,” he said.

“That’s why we opened a single store, provided a product, and observed how it suited the marketplace.

“When you begin any venture like this, you need to make sure you have a core offering that you can watch, manage control and develop.”

Little Caesars Pizza currently has four stores in Australia, with the goal of reaching at least 400. Source: News Corp Australia

Little Caesars Pizza currently has four stores in Australia, with the goal of reaching at least 400.Source:News Corp Australia

 

Mr Koury says after Sydney, he hopes to open five more stores in Australia by the end of this year. And while he isn’t definitive on location, Adelaide, Melbourne, Brisbane, and regional Queensland are all in his sights.

As the third largest pizza franchise in the US, Mr Koury says his ‘Hot-N-Ready’ offering — which allows consumers to purchase and collect a pizza within 30 seconds — is an industry gamechanger.

“There’s lots of meal time choices out there, but it’s how we service our customers — by eliminating the planning and ordering ahead — that can’t be beaten,” he said.

“You can walk in, and within 30 seconds you can have a pepperoni or cheese pizza available straight away.

“Pizza is traditionally a longer term sale process with a lot of planning involved. But with our drive-through service, it actually takes longer to receive your change than to get a pizza.

“It’s something you can’t get anywhere else in the country.”

Australian’s love their pizza, with Dominos and Pizza Hut gobbling up majority of the fast food pizza market. Picture: Jono Searle.  Source: News Corp Australia

Australian’s love their pizza, with Dominos and Pizza Hut gobbling up majority of the fast food pizza market. Picture: Jono Searle. Source:News Corp Australia

 

The Australian pizza market is currently dominated by Dominos, who have around 600 stores plotted across the country. Their franchise accounts for almost half of the sector, with Pizza Hut coming in second.

Last year, Pizza Hut brought out a significant portion of the troubled Eagle Boys pizza chain after they went into administration, and begun converting some of their stores with Pizza Hut’s own branding, boosting their overall store count to more than 320.

Research by IBISWorld predicts revenue growth of 2.3% in the pizza industry from $3.5 billion in 2013-14 to $3.9 billion in 2018-2019.

In the US, Little Caesars comes in as the third biggest pizza chain — after their first store was opened in Michigan almost 60 years ago.

The company has over 4000 stores in the US alone, and according to Nation’s Restaurant News, was recording annual sales of US$3.4 billion ($4.5 billion) in the US in 2015.

In Australia, the franchise has around 120 employees across NSW in its four stores.

“My father was the first franchisee to start Little Caesars in the western states of the US, starting off in Arizona” Mr Koury told news.com.au.

Domino's Pizza currently has more than 600 stores across Australia. Picture: Jamie Hanson. Source: News Limited

Domino's Pizza currently has more than 600 stores across Australia. Picture: Jamie Hanson.Source:News Limited

 

“As a chain that was around Michigan, his store was the first Little Caesars to start the expansion across the country.

“From the age of seven, I was rolling dough with my family, where myself and my siblings worked from a very young age.

“Arizona turned into one of the best markets in the country, which is when he set his sights on Australia.”

Moving to Australia in 1986 to scout the market, Mr Koury’s father decided “the time wasn’t right” to bring the pizza franchise down under.

“My brother and I owned El Paso, Texas and a store in Southern Mexico which we sold in 2009,” he said.

“Then in 2014, I packed up my family and moved to Australia — opening a store in Casula later that year.”

Mr Koury said his business model went through some major adjustments in 2016, after feedback from consumers from his pilot store.

Initially, Little Caesars didn’t have the delivery service, and they also served a pizza “too big” for Australian consumers.

“We needed to launch a fleet of scooters because delivery is so big here,” he said.

“Customers also complained that our sizing was too big, there was waste, so we changed our pizza from 14-inches to 12-inches, and lowered our price for Pepperoni and Cheese to just $5.”

Little Caesars Hot-N-Ready pizza offering means consumers can get their 12-inch pizza in just 30 seconds. Source: News Corp Australia

Little Caesars Hot-N-Ready pizza offering means consumers can get their 12-inch pizza in just 30 seconds.Source:News Corp Australia

 

Australia has become hot property for American fast food chains looking to expand their empire.

In 2016, controversial burger chain Carl’s Jr. opened their first Australian store on the NSW Central Coast.

The chain, which is known for it’s over-the-top burgers and sides, already operates in more than 30 countries.

At the time of opening, Carl’s Jr. had the vision of setting up more than 300 restaurants over 10-15 years.

To date, the chain has just two stores in the country.

Since its inception in 1948, burger chain In-N-Out has gained a cult following all over the world for its simple but tasty burgers.

Based out of Irvine, near Los Angeles, In-N-Out outlets can be found all over California. It’s also expanded to outlets in Arizona, Nevada, Utah and Oregon.

And while the chain has no intention on moving permanently to our shores, they have ‘popped-up’ in several establishments across Sydney over the years — causing burger-mania in its wake.

Just last month, the chain set up shop in Surry Hills, where obsessive burger lovers lined up hours ahead to get their hands on a burger.

From a nutrition standpoint, Australia has one of the highest obesity counts in the world — with almost two in three adults either overweight or obese.

That’s more than 10% higher than in 1995.

With consumers shifting away from fast food options, and into healthier alternatives to combat our growing waistline — Mr Koury believes his offering still has a place in the market.

“We make our dough from scratch, and never use concentrated tomatoes in our sauce,” he said.

“We are always exploring new products, and are working on a salad concept within our stores. “But from a nutrition standpoint, we take measures to make our pizza healthier — by not using oil in the pan, and having corn meal instead, and by not adding MSG to our pizzas.

“So when I look at pizza, and people say its horrible for you — we aren’t selling it as an every day option. It should be a fun food, and a treat.”

Red Rooster says home delivery a silver bullet

from news.com.au

 

IT’S the year of the Rooster, and not just for the Chinese.

Red Rooster, the ageing chicken brand founded 45 years ago in Western Australia, is undergoing its very own cultural revolution, with plans for a major expansion into NSW and Victoria as it sets its sights on Domino’s in the home delivery market.

Chief executive Chris Green, who joined two years ago after nearly three decades at McDonald’s, has kicked off a massive transformation program, refurbishing ageing stores, rolling out a fleet of 400 distinctive red delivery cars, and launching a loyalty program which has already signed up 300,000 members.

With 360 stores, Mr Green plans to open 15 to 20 new locations every year out to 2020. Red Rooster is now turning over $480 million in revenue and is on track to hit $500 million this financial year off sales growth of more than 5 per cent.

“This financial year we’re going to have the strongest growth for a long time,” he said. “The previous year was probably three to four per cent, but the last two years we’ve been outpacing the industry.”

Delivery, he said, has been the key to Red Rooster’s new-found success. Launched two years ago in Sydney’s Baulkham Hills, delivery has expanded to 240 stores and now accounts for 10 to 30 per cent of sales, the majority of which has been incremental growth.

“We refer to it as the ‘silver bullet’ internally, it’s massive,” Mr Green said.

He said while Domino’s had dominated the delivery market, “Woolworths and Coles don’t deliver roast chickens, so there’s sort of a hole in the market”.

“The growth has been amazing,” he said.

“It’s introduced new people to the brand, whereas in the past they might have driven past some of our locations, which maybe didn’t look so good on the outside. Probably a key part of it is the red delivery car. These shiny red cars are all around the neighbourhood of the franchisee providing great marketing.”

Red Rooster has invested around $1.5 million developing its own online ordering system, as well as partnering with Menulog. “People are discovering Red Rooster on Menulog, and it might be either the first time they’ve had it, or they haven’t had it for a long time,” he said.

The new store push will be focused on inner-city areas in Sydney and Melbourne, where the brand has traditionally had difficulty finding drive-through sites. Most of the prime real estate is taken up by McDonald’s.

 

A new, smaller-format store in the style of Domino’s or Subway shopfronts, will solve that problem. “In Sydney, there are actually about two million Sydneysiders that can’t access Red Rooster,” Mr Green said.

“But this new model, because it’s reliant on delivery, it opens up a lot of new areas.”

Franchisees’ capital expenditure for the small-format store is around $350,000 to $400,000, compared with costs in excess of $750,000 for a typical drive-through location. Rental costs are also much about half those of a drive-through, generally under $100,000.

“We’re targeting $20,000-plus per week in sales [at the new stores], but our first location in Goulburn has already exceeded all expectations,” Mr Green said.

Going forward, the business is aiming for a 50/50 split of drive-throughs and small-format shopfronts. Currently the business has 300 drive-throughs, 30 smaller stores and 30 stadium or airport locations.

“When we can get a drive-through that will always be an option, but in built-up areas like the northern beaches or inner-city Sydney, those locations are very difficult to source,” he said.

Mr Green said Red Rooster was taking lessons from Domino’s, even rolling out GPS tracking to more than 40 restaurants. “They’ve absolutely been the leader but I would say in the last two years we’ve almost become off the charts as a strong competitor,” he said.

“There are some things that Domino’s does that are gimmicks, we’re probably a bit more focused on the customer.”

‘FAILED TO EVOLVE’

The Red Rooster brand has “enormous opportunity” that has largely been missed over the past decade or so, Mr Green said.

“I’d always admired Red Rooster as a brand,” he said on his decision to leave McDonald’s. “It probably was at its height in the ‘80s and ‘90s and it went through a bit of a decline after that.

“They were owned by Coles in the ‘80s and ‘90s and that’s when the brand did really well. It had that parent that was able to guide it both from a brand and real estate perspective.

“But from around 2000 to really about three years ago, it failed to evolve, and mainly that was a lack of reinvestment in the restaurants, so a lot of restaurants did become rundown.

“So it was a big attraction — a well established Australian brand with lots of opportunity to capture and grow.”

Mr Green said the first thing he did when he came on board was work with franchisees to refurbish the ageing stores. In his first year the company worked with franchisees — Red Rooster only has 10 company-owned stores — to refurbish 75 restaurants, when in the previous two or three years there had been fewer than 10.

“A lot of the signage was replaced, the exteriors were painted, gardens were cleaned up, the dining rooms, floors, settings, tables and ceilings [were redone],” he said.

“So that was big. That signalled a lot of change to people that had maybe stopped visiting Red Rooster because the competitors looked better.”

Menu changes, including salads, updating the 30-year-old coleslaw recipe, and introducing new seasonings, have also had an impact, he said.

Overall, the Year of the Rooster is looking big for parent company Quick Service Restaurant Holdings, which also owns Oporto and Chicken Treat.

QSRH was bought by private equity firm Archer Capital for $450 million in 2011. Archer is mulling either a stock market float or sale of the business later year.

Mr Green said if he had to bet, he would say an IPO was more likely. “But it’s open to both,” he said. “The most important thing is we have differentiated strategies for all three brands and different target markets.”

QSRH’s three brands have a 25.4 per cent market share of the $2.9 billion takeaway chicken shop industry in Australia, according to IBISWorld, behind KFC operator Yum! Brands which has 41.6 per cent market share.

Restaurant group Collins Foods, which also operates a number of KFC restaurants in Queensland, WA and NT, has a 15.5 per cent market share, while Nando’s sits on 10.8 per cent.

“Like many fast-food providers, [QSRH] has faced increasing competition from new forms of fast food over the past five years,” IBISWorld industry analyst Andrew Ledovskikh said. “Profit has remained relatively steady despite weak revenue growth, as a focus on franchising revenue has supported profit margins.”

Connect Menulog, Eatnow, Grubhub, Eat24 orders to your GetSwift account

Step 1.

Go to your settings > Advanced Options and enter the email address you will send Grubhub or Menulog orders to import@getswift.co

 

Step 2.

Go to your templates section and create a new template with the pick up address of your restaurant and make sure you name the template with exactly the same spelling as it is listed on your Menulog or Grubhub order emaill that you will be forwarding to GetSwift

e.g. The Grubhub restaurant is called Joe's Pizza then make sure you save the template as Joe's Pizza

 

 

Step 3.

Now go to your email inbox and forward the menulog, grubhub, eatnow, Eat24 order email to import@getswift.co

 

Step 4.

The order will be created within 30 seconds on your account and you will see it appear in your map!