How To Do Delivery Better - According To Your Customers

What if your food delivery arrived late 98% of the time? Join us as we explore staggering statistics from InTouch Insights on the current state of the digital restaurant landscape. Meredith and Carl reveal why younger consumers under 45 are setting the trend in delivery orders and discuss the intricate challenges of ensuring on-time deliveries—only 2% hit the mark! We dissect the complications of batching orders, delve into the importance of accurate delivery estimates, and uncover Pepsi's creative strategies to drive pizza sales on DoorDash. Plus, find out how AI could be the game-changer for "lazy yet smart" workers looking to excel in this fast-paced industry.

Switching gears, we dive into the transformative power of AI within business and technology. Learn why hiring smart, efficient workers who can harness AI is critical, and discover the potential of AI agents to replace traditional apps, paving the way for personal digital assistants. We offer actionable insights on integrating AI into your decision-making processes, highlighting tasks ripe for automation and those best handled through human-machine collaboration. Finally, hear from Joe Park, CTO at Yum, about balancing tech investments with human interaction in hospitality, and get the scoop on Olive Garden's strategic move to partner with Uber Eats, all in response to evolving consumer demands.

Chapters

• 0:00 Delivery Challenges in the Digital Restaurant
• 11:31 Rethinking AI and Technology Impact
• 18:48 Tech Investment Impact on Delivery Trends

Transcript

Speaker 1: 0:00

Why we need lazy, smart workers to win with AI. What are Pepsi doing to boost pizza sales on DoorDash and what do your customers think of the delivery channel? That's all ahead on this week's Digital Restaurant. The Digital Restaurant works like this we're going to ask each other five questions about headlines that affect the worlds of restaurants, off-premise and technology, but in some way tie back to our book series Delivering the Digital Restaurant. Are you ready? Let's go? Happy Monday, meredith. How are you doing today?

Speaker 2: 0:45

I'm very good. How are you Carl?

Speaker 1: 0:47

I am feeling great. Thank you very much. It's nice to be back in California. I've had a number of weeks traveling. You've been traveling a bit as well.

Speaker 2: 0:55

We are back in conference season. It's happening.

Speaker 1: 0:58

It is. I'm sure we'll talk about where I was last week shortly, but you first of all had this week's first question and, wow, if ever there was a topic to talk about on the digital restaurant and, given our two books, how to do delivery better Is that just the one question we're going to do this week? We could just spend our whole time.

Speaker 2: 1:15

We probably will spend quite a bit of time on this, but I'll try to go fast. We're going to talk a little bit about a report that was put out by InTouch Insights that's based on 600 mystery shops of delivery, but also a survey of 1400 US consumers to come up with some interesting things about delivery. We often say, carl, this is a business where it's do or do not. There is no try. If you're going to be in delivery, choose to do it well, make it a real business, really get after it it. Do not resentfully do it poorly. That's always a bad place to be and I think that shows up in the numbers here.

Speaker 1: 1:50

I love the fact you bring a yoda reference into this at the very start here. Very good, I like it. Let's bring this up here and you can take us through it very.

Speaker 2: 1:58

First thing I want to point out which is maybe not a surprise at all, but you know surprise and how big the gap is. It turns out that those under the age of 45 report a higher frequency of ordering than those 45 and older ordering delivery. That is so. Those under 45 said they frequently order 26% of the time and 45 and older said frequently only 6% of the time. I would have expected that certainly the younger folks order more often than the older folks, but I thought that was a pretty stark gap on that, which I was pretty surprised about. The other thing that is interesting to note on there is that only 19% of consumers say they're multi-platform, meaning that they sometimes order from Uber, sometimes from Grubhub, sometimes from DoorDash. They're really pretty focused on one platform or another. All right.

Speaker 2: 2:52

Next question is all about how well the food shows up on time, and this I thought was fascinating because it turns out the platforms are horrible at showing up on time. Percent of orders delivered according to promoted delivery time or estimated delivery time two slightly different numbers On time on average across the platforms 2%. Wow, 2%, pretty terrible. And you might be thinking to yourself that is just unacceptable. But worry not Mostly. That is just unacceptable, but, worry, not Mostly. That is because the orders tended to come early. Now, I think for myself, while a late delivery might be annoying, I, knowing how I run my life, would probably be even more annoyed by early delivery. I am always stacking things up and probably doing way too many things at once, and if something comes early, that probably means I am in the midst of doing something else, still on a call out walking the dog, getting my kid, whatever and so for me to have food come early probably means that it's sitting there on my front step degrading.

Speaker 1: 4:00

If ever you get the opportunity to be invited around to Meredith's for dinner, don't turn up 15 minutes early because, seriously, she's telling the truth here, folks.

Speaker 2: 4:08

I am probably doing at least three other things. Although many of us might say better early than late, I think the best would be on time, and all three platforms are pretty terrible at being on time. Now that is really about having knowledge about how long it's going to take to get there. That is accurate, and I think we all know that the estimated make times inside the delivery platforms are truly estimated right. I think it is only the Empower delivery software that knows exactly how long it takes to make things and when they are ready to go, and what the station capacity is and how flooded the restaurant is and all those things. I think most software does not know those things and I think the driving piece of it is almost like the easy part to figure out, if you will. So this to me seems like a symptom of a disjointed network where you've got one person taking the order, one person making the order and one person delivering the order just three very different companies responsible for the whole consumer journey. All right.

Speaker 2: 5:10

Next up, not surprisingly, batching causes delays. When a order was batched and the driver completed another delivery first, that order was about 14 minutes later, compared to delivering straight to the customer at 20 minutes, so 50% longer to get that order to the customer. And typically what we find when delivery times are longer, we have less happy consumers. If batching causes longer delivery times and consumers don't like longer delivery times because the food comes at the incorrect temperature, batching is not always a great idea. Now, as we've said before on the show, carl, I'm not totally against batching If something's going from the same place to the same place at the same time, it makes all the sense in the world that they should go in the same car with the same driver, right? You really want to leverage that driver's time as well as the gas to drive the car and all kinds of things. Right, makes tons of sense. I think what's showing up here is that the orders aren't always necessarily coming from the same place, they aren't always necessarily going to the same place and they aren't always necessarily happening at the same time when they get slammed together.

Speaker 2: 6:15

Next up is accuracy. You know what I love about the survey, Carl. We often say that in delivery it's the same things as in every other restaurant food, quality, speed, accuracy, like it's not hard. There's some basic things that matter and I love that they are measuring those things For accuracy.

Speaker 2: 6:33

The average score was 84% across the three services DoorDash, uber, eats and Grubhub. Some slight variations between them, but 84% overall Sounds pretty horrible, but it's only a little bit worse than drive-through order accuracy I think we just saw that a couple of weeks ago. Seems very terrible. It is maybe not that surprising. I think the hard thing about order accuracy in a delivery context is that it's much harder to fix an issue right. If I get the wrong thing at drive-through. I could probably pull back through the drive-thru if I needed to, or run inside and get it fixed. If I get the wrong thing via delivery, I'm pretty much I got a refund maybe, but I'm probably still hungry, my item is missing or it came with something I'm allergic to, not a great experience. So I think this is one that, between the restaurants and the platforms, they really need to figure out how to solve.

Speaker 1: 7:24

When I looked at this one, it looks like there's a blend also in terms of restaurants versus convenience. Over recent years, we know restaurants have had to adapt their operations, their back of house, to try and address the accuracy issues, much like they had to do when drive-through became a channel. But convenience stores are, as ever, a year or two behind the restaurant channel and you can see that coming through in the numbers there.

Speaker 2: 7:46

That's right. Hey, restaurant channel, isn't it great to hear that you're not the digital laggards in the world? No, there are people behind you, including convenience stores, and I think you are exactly right. They are relatively new to this and they are still learning how to do it. Okay, the next one was fees.

Speaker 2: 8:03

Also, of course, value is something that consumers care quite a bit about, and the total fees across the three platforms were running around six bucks. This includes the average delivery fee as well as service fee In the mystery shop. The mystery shoppers were not able to use things like dash pass and Uber one, and so this is reflective of the average fee that they're actually being charged, which varies depending on the restaurant, depending on whether or not they run a promotion, all those kinds of things. About six bucks that they're getting charged. Of course, that excludes what the restaurant is being charged, so, not to worry, the total take rate for Uber, doordash and Grubhub quite a bit higher than six bucks, but that is what these guys are taking in. When you combine that with I think it's on the next page the menu markup, typically the menu markup, depending on category, restaurant, was somewhere between 150 and two bucks. So the consumer overall. If they're just ordering a single item which hopefully they're not, but if they are, they're paying a $6 fee and a $2 menu markup, they're paying $8 just in what I will describe as convenience fees. Overall that's quite a bit. If you're ordering a single item, that could be as much or more than the underlying item itself.

Speaker 2: 9:21

There's also some interesting on page 17 satisfaction estimations of overall experience and what it is that people like, and I thought this was a great chart. Delivery time the satisfied people got their orders in 31 minutes. The not satisfied people got their orders in 41 minutes. Huge gap Delivery fee the satisfied people paid an average of 159. The not satisfied people paid $5.63. But then this one's really interesting Service fees satisfied 379, not satisfied 377. Wait, it's lower and almost the same. Let's come back to that.

Speaker 2: 9:59

So, as it relates to the delivery time and service delivery fees, I think what consumers tell us is what they always tell us they love it when things are convenient and free. So that's true even in delivery. But it's interesting about the service fee here that there is no gap in satisfied versus not satisfied in terms of what they're paying on service fee, and I would suspect that's probably because that service fee shows up at the end of the transaction, right, the delivery fee they see front and center as they're making their choices about which restaurant they want to order from. That delivery fee is listed right there. But the service fee a consumer does not find out about until they get to the very end of checkout and that fee gets tacked on. I would go as far as to call that a hidden junk fee. But I have been overruled by the state of California, I think. So here we are.

Speaker 1: 10:49

Interesting to see that it says on the right there about overall satisfaction was 10% higher when the driver did not complete additional deliveries compared to when they did. The question for me is that 10% satisfaction worth sometimes? What is it? The $2.99 fee you might pay just to be able to bump your order up to the top?

Speaker 2: 11:05

That's a good one. Let's move on. I think the next question is for you, carl, a futurist. Take on an AI future. Wait, is this? You Were, you the futurist? What happened, or did you hear something at FS Tech?

Speaker 1: 11:17

No, this is not me. This is a gentleman by the name of Mike Walsh, who, it's fair to say, is pretty impressive. I really enjoyed listening to him talk about the way in which AI is moving in the future and the way in which we should all be considering it. Obviously, fstech is largely dedicated to CTOs CIOs and I think Mike approached it from the angle of helping people think about this beyond the way in which perhaps most are talking about AI. The one thing I am sure about is if I had a dollar for every time those two letters were mentioned during the last few days at FSTech, I would be a very rich man right now, but I think a lot of people are talking about it in the wrong way. So I want to touch on this in three specific areas, if I may. Meredith and I'm going to play three different videos, and the first one here is about Mike talking about lazy, smart people and why you need them in your business.

Speaker 3: 12:10

Don't work. Design like the most valuable people in your organization today are the people that don't want to work. I know that sounds weird. People often ask me who should you hire that is good at AI? I say find the smartest, laziest people you can find, right. Don't hire the person who comes into your office and they're wearing the sharp suit. They will just do whatever you tell them. Find the person who looks at you with that look of resentment because they know they can do 80% of what you do today with a couple of lines of code. Right, that's the person you want on your team. And this is the hard part, I think, because one of my clients is Tetra Pak. They make a lot of packaging for the food industry and when I was talking to them about AI, they were like we realized early on it wasn't enough just to do AI projects.

Speaker 3: 12:54

We had to change the way that the organization made decisions. That was the difficult part of the transformation scaling it up. So what they did was is that they found a few projects that really got people's attention. In this case it was cheese making. A lot of parameters we've got to control machine learning but they figured out a way that would immediately change decision making, save money and actually create new revenues, and that got everyone's attention.

Speaker 3: 13:20

So these are the kinds of people you want people that are lazy, but who realize the power of technology to change the nature of work, rather just make it a little bit more efficient.

Speaker 1: 13:31

Interesting. Saying that, of course, I've caught the the tetra pack thing, I think, is not necessarily reflecting that tetra pack have lazy people working for them, but I think the mindset behind the idea of being able to think about work differently and to be able to think about how the operations that exist within your business, in a restaurant environment, actually how do you think about finding those ways to not just replicate what typically is happening but actually to do it in a way that, if you recall what he said, saves money, opens up new channels of revenue and also increases the ability for decisions to be made faster? So I want to go on to the next one here, and this one is also particularly interesting. This one here is about the idea of moving from apps to agents, and if we think of apps as software, he's really referring to the idea of an agentic workflow. So, following on from that theme, how do you actually think of AI more as agents and what does that really mean for not just your life at work but also across every element of your life?

Speaker 3: 14:29

It's the shift from apps to agents. Believe me when I tell you in 10 years time, when you tell your kids you used to have to use an app, a different app, for everything you wanted to do, whether it was getting a car or listening to music or going on a date, they're going to look at you like you used to ride a horse to work. It's going to be weird. You know why? Because you're going to have a personal digital AI that does it all for you. It's already happening, right? You would have seen ChatGPT release this new strawberry version of their chatbot, which seems to do math problems a bit better. Look deeper. This is a preview of an agent that can do chain of thought multi-step reasoning. Why do they do that? Because eventually, you're going to have to trust one of these things to do your food delivery orders. This is where it's going and, in fact, it's already started.

Speaker 1: 15:20

So that idea is really interesting because in many ways he didn't necessarily say it in a threatening way to the technologists out there, but what he was inferring in that meredith was that software providers are under threat of ai.

Speaker 1: 15:33

The analog I've been using recently I think I mentioned to you a few weeks back is that when you're selling a piece of technology, like a lot of the folks in the room were doing at FSTech it's almost like you're selling the latest Ferrari, let's say, or a high-end sports car that you're promising is going to take your driving skills to the next level, it's going to really allow you to go faster, but the reality is it's a Ferrari that can't change lanes and therefore you're stuck behind the other vehicles in that same lane, going 30 miles an hour.

Speaker 1: 16:00

And so when he talks about agentic workflows, what I think is particularly interesting there is the idea of actually saying what's the work that you need to get done and how do you build your business and your technology roadmap around that, as opposed to building it around the technologies that you can bring in and therefore the constraints around how those technologies work and the data entanglement that it causes as well. Last one I want to bring up here is just his tips about where to start, because this in many ways feels just so difficult for many folks to really get their heads around and really the part of this is just starting and you'll hear about his approach right here.

Speaker 3: 16:34

Useful exercise. Consider this. Sit down with your team and maybe discuss the kinds of decisions you're making today and work out what are the things that we're doing where machines should be doing this as a completely automated task, because you could document it, you could write a paper for it. That means a machine can do it. What are the kinds of decisions that are more abstract or uncertain? So you want machines and human beings working together Pricing is a great example of this. So you want machines to be learning from humans to get smarter with time. Then the final thing is what are uniquely human-shaped decisions that you're probably not spending enough time on?

Speaker 1: 17:14

Maybe around the experience design that you could if you were able to free up more of your cognitive space by delegating that one really stood out for me as well, because when we think about ai in replacing the dull stuff, the stuff that perhaps people don't want to do, or the things that, in doing it in a highly volume way or in a complex fashion or something which is particularly repetitive, typically it's the kind of things where we have a challenge in being able to complete it with the right speed and accuracy. And so that idea of being able to think about those areas where you have got a clear process right now, where perhaps it's better to get your general managers out of the office or to be able to put them in front of their team members or in front of their guests more, that kind of feels like a really good way of being able to explore how this thing is going to come to life. So a lot of people at FSTech talk about AI, of course, in all its numerous contexts. A lot of times.

Speaker 1: 18:05

People sometimes get confused by the fact that it's getting a lot of attention right now because of generative AI. But Tim over at GoTab said to me he studied machine learning in the 90s. This has been around a long time and the reality is it's getting a lot more attention right now been around a long time and the reality is it's getting a lot more attention right now and I think it's upon the industry to try and help people figure it out and figure out where to start, because how do you eat an elephant? Bit by bit. Okay, let's move on to question three. This is an interesting one. Yum, we're talking about this, of course, and we had the cto from yum actually in the stage on day three of fst, but you wanted to talk about how technology is working harder so that people don't have to. So it's a nice follow on from that last question.

Speaker 2: 18:44

Yeah, I think these two questions are related in a lot of ways. As I was listening to you reflect on those videos, really, what struck me was what's important, that we all know how to do is be human right To be present with each other and to guide each other and care for each other, which hospitality is really good at. So how can we focus more on that and do less of the other things? So there's a pair of articles in Restaurant Business Online run with Jonathan Mays, who interviewed Joe Park at FSTech, and then the second one from Peter Romeo, talking about a couple of things that happened at FSTech, one of which was Yum.

Speaker 2: 19:21

So Joe Park, who's the CTO at Yum, said technology should make things easier and, in particular, easier for people right, that's franchisees, customers and the team members and if it's not making things easier, then it's not doing its job. So I thought that was really wise. Yam has rolled out kiosk automation, a proprietary POS, voice, ai inventory systems. They are really taking technology seriously and I think that's a good guiding light to have that technology is there to serve the humans and how do we make their lives better. That was great.

Speaker 1: 19:54

What was?

Speaker 2: 19:55

really interesting is when you pair it with the article from Peter Romero he said he has on good reliability he did not name the source, but good reliability that Yam has 2000 employees on their tech team and is spending $650 million a year on technology. So as much as the team members and franchisees and customers lives might be easier. That tech team's working pretty hard to make all that happen. And just to put that in perspective, my CapEx budget to spend on actual restaurants when I was at Taco Bell which admittedly is only a portion of all of the brands that Yum have and I was just spending corporate capital, this does not include franchise capital was like $140 million right. So that like really gives some perspective as to how much they are spending on technology. Still not as much as restaurants if you include all those franchise investments across all the different brands and all the different countries, but a really big chunk. They're taking it very seriously and really working hard so that the humans in the restaurants don't have to.

Speaker 1: 21:01

Do you think the percentage of revenue dedicated to technology is going to increase over time, Meredith, or do you think it's going to stay relatively static for that reason?

Speaker 2: 21:11

increase over time, meredith, or do you think it's going to stay relatively static for that reason? That's a great question. I thought another one of the comments that I really liked on LinkedIn about FSTech was that restaurants are experiencing SaaS fatigue. That was very well said. That probably doesn't apply quite as much to Yam as it does to a small independent restaurant, because I'm sure that they are negotiating every single contract very carefully and building a lot of things in-house, so they're probably not getting jabbed by quite as many SaaS knives as everyone else. But there is only so much room in the P&L. We often estimate that about 2% to 4% of sales end up in tech in some form. That number it really can't go up a lot more just because there's not a lot of room in the P&L.

Speaker 2: 21:52

Ultimately, consumers are not paying restaurants to get tech. They're paying restaurants to get food and they understand that the food has to be made, so they understand there's employees involved in that. They understand there's a place, so they get that. They're paying rent, especially in experiential, if they're getting delivery. They understand that they're paying for convenience. But I don't think that any consumer ever thinks to themselves I'm paying for tech and I want to pay for tech. All right, carl, I know you've been waiting a long time for this, but Olive Garden finally offers delivery. I think I want to hear about this because we've been waiting a long time. They're one of the last holdouts.

Speaker 1: 22:25

There's three companies big chains in the US who don't deliver, so this is pretty exciting news. Yeah, it's obviously one of the major brands out there and to be able to hear about this partnership that they've just announced with Uber Eats. In many ways, it's another great mark for Uber Eats. I'd suggest because they had the thing with Domino's only a few months ago to be able to now get Olive Garden onto the platform and to be able to help them launch their delivery business. I think it's actually really exciting for them. The decision to embrace delivery is part of a multi-year agreement that's going to start with the pilot program expected to be across their 900 locations by May of next year, and it's going to allow customers to place orders directly on Olive Garden's website and their app, and Uber Eats are going to handle the logistics of the deliveries. So that's pretty handy, because this is the advantages of Uber Eats drivers handle those deliveries but also maintain that kind of connection through your own website and app. Now, I'm not sure, if you're an independent listening to this, whether that same offer is going to be handed to you, but Olive Garden, with their 900 units, certainly do. In fact, of course, they are part of the parent company of Darden restaurants that have previously avoided third party aggregators. It was only 2019 when the former Darden CEO, gene Lee, said that delivery services were more destructive to margins than beneficial to revenue. He at that time did not believe the results of third party delivery tests were compelling enough to implement on a large scale, and they maintained that stance, even moving Ruth Chris Steakhouse away from delivery after acquiring the chain. I think they acquired it for something like $715 million, so for them it's always been quite a clear statement.

Speaker 1: 24:08

But consumer behavior has evolved. Olive Garden's leadership has recognized this growing demand for convenient delivery options, and their current CEO, rick Cardenas he's acknowledged that customers have shown a willingness to pay higher fees for delivery. Going back to what we discussed in your first question, they value the convenience it provides, and he emphasized that Olive Garden's challenge was finding a delivery solution that wouldn't compromise their team's operations or the guest experience, and so, therefore, that's why they decided to work with Uber Eats. Now, olive Garden's off-premise sales have been growing in recent years, so it's not like this is off-premise is not something new to them. Their third fiscal quarter, which ended in February, had their to-go sales accounting for around 26% of their total revenue, which was about the same as what it was from the previous year. So, combined with this growing demand for delivery, making it clear that expanding off-premise options is a smart strategic move for them.

Speaker 1: 25:04

The piece that I think is really interesting about all of this is the fact that they are also getting access to customer data. We often say how much are you willing to sacrifice in terms of the fees to get access to new customers, which, of course, is part of the third-party marketplace idea, but if you're only utilizing Uber Eats for the logistics arm, are you in some way sacrificing your data? That is not the case, so I think this is actually a really good win for Olive Garden to be able to utilize the Uber Eats logistics fleet and, even though same-sale sales declined by 2.9% in Q1, I think with this new look delivery strategy, they're going to be able to not only encourage customers to continue order through their direct channel, but also to be able to use that data at the higher volumes that it comes through to get more return visits as well. What's your take on this?

Speaker 2: 25:52

I thought it was super interesting. I don't know if you follow me on LinkedIn, but I posted a couple of weeks ago a picture of it at Olive Garden and it had seven reserve parking spots, primo, right in front, for curbside takeout, like seven. That's an enormous number of parking spots for a restaurant of that size to be dedicated just to people coming in picking up and going. Certainly does not surprise me that they have 25% takeout. Also doesn't surprise me that consumers demand delivery. They've probably been asking for it.

Speaker 2: 26:22

Why don't you guys have delivery? Go on your website, go on your app. All I can do is do curbside pickup. I want you to bring it to me. That doesn't surprise me either. I think what's really interesting here is that brands who have a strong brand name more demand and are a little bit more of a holdout seems like they get a better deal right. So pretty interesting that they're going to be able to funnel it all through their own app, regardless of how they have it fulfilled there on the back end Will be interesting to see if eventually they cave and also end up on the marketplace.

Speaker 1: 26:56

Italian food, right? I mean, if any food type is great for delivery, it's the Italian food cuisine type, right? So hopefully we'll see some good results for them and we'll talk about it here on the next time we bring up Olive Garden. But before we do that, let's talk about Pepsi. Pepsi are also trying to boost Italian food pizza sales in particular but this time over on DoorDash. What's going on there?

Speaker 2: 27:17

Yeah, this one was pretty fun. This article on Restaurant Dive talked about a promotion that DoorDash and Pepsi are running together. So Pepsi is following deliveries home when they have a certain basket size and a Pepsi included and potentially giving them free pizza. So I think probably maybe more follow home in the ad than there are in reality. That might not always be happening. It seems a little creepy, but very fun and a great way to encourage beverage attachment rates on the platforms.

Speaker 2: 27:50

As we know, beverage tends to have a lower incidence on delivery than it does in store. Frankly, it has a lower incidence in dry food than it does in store. If you're gonna be consuming that food somewhere else, high chance that somewhere else has some kind of beverage there waiting for you, and so this has been a place where I think the marketplaces and the brands have long sought to figure out. How can we get that up? Of course, beverages much more profitable to restaurants than actual food, so you can see why they want to push that. You can also see why Pepsi wants to push it.

Speaker 2: 28:21

What this seems is a sign of maturity of this channel. All cpg companies of course spend tons of money in, say, grocery stores with things like slotting fees or purchasing the uncapped driver promotion, funding a discount, things like that which you know from your former c-store world. They also do things like that with restaurants, sometimes funding different promotions associated with beverages, and now here they are doing it on platform. So to me it seems like a sign of maturity that this is a real channel. This is where consumers are making purchasing decisions and the CPG companies want to be right there influencing that decision.

Speaker 1: 29:01

I think it's you're right a sign of maturity and probably a reflection on the fact that it's such a large part of this business. Now they are putting investment behind it. It's an exciting time. We'll see whether indeed pizza gets sold more on DoorDash when we see some numbers later in the year. Okay, but that is it.

Speaker 1: 29:17

We've gone on a bit today, meredith. We've clearly had lots of news to talk about, but hopefully you stayed with us. Thank you, as always, for listening. We'd love to hear about your take on whether you think AI is going to take over the industry in the way in which many of the futurists and folks talking about it FFS Tech did, and what did you make of that first area when we talked about what delivery needs to do in terms of improving the customer experience? Please leave your comments below. Subscribe if you haven't. Give us a five-star review if you're feeling kind and happy and if not, then hopefully. Either way, we'll see you next time. Until then, the way we'll see you next time. Until then, thanks for listening. The digital restaurant podcast is available for you to follow and subscribe. Wherever you listen to your podcasts, watch us, rate us and subscribe to the digital restaurant on youtube and follow along on all our social media digital restaurant channels. Thanks for listening.