Lightweight models and cost-effective scalability

In this week, the post still focuses on one of the eight Web 2.0 Design Patterns and Business Models by O’Reilly. However, it is more about a portfolio of business strategies rather than talk about the technologies regarding the platform. As usual, a platform for today will be picked and discussed. And that comes to Dimmi – an online restaurant reservation platform.

Dimmi Website

Dimmi Website

 

Dimmi was founded around four years ago, aiming to fulfil the gap of Australian restaurants online booking. But, it is not just an online booking system as it provides real customer reviews; offers high tech (iView) in the iOS app to boost user experience; and claims a reward system (normally $50 per 8,000 points) for the customers based on the booing and reviewing. Up until now, it is quite success with 200,000 diner reviews and over 2,500 best restaurants in the country. So, what are the good strategies could we take example by?

iPhone app & iView

 

I think the most intelligent part is they outsourcing. They have the partnership with online booking platforms such as Urbanspoon and Good Food Guide, and with PoS providers like IMpos, Oder Mate and Maltre’D. The technology support, in particular, could make restaurants more possible to corporate with Dimmi. Meanwhile, they still provide Restaurantdiary support for clients to manage and control their service capacity.

On the other hand, Dimmi also maximises their marketing impact through different competitors and social media channels. For example, they have the contract with Australian Masterchef to integrate the heat of the show effect and let consumers to find and book restaurants through Masterchef website. They also have backed by Telstra and Village Roadshow to expand their network. All these could help the platform to increase their market share dramatically and help the restaurant to gain their table booking and make it possible to earn the profit from that (Dimmi collects $1-$3 per customer from the restaurant for revenue).

 

Another interesting point is that, Dimmi starts early than other two competitors (Book A Restaurant & Restalo) in the Australian restaurant online booking field, which provides them the opportunities to develop and grow fast.

 

 

Thanks for reading today 🙂

Chuan

 

Other resources for guide reading:

http://www.dimmi.com.au/

http://www.startupsmart.com.au/growth/growth-strategy/dimmi-cooks-up-a-storm-with-masterchef-partnership/201305179759.html

http://i0.dacdn.net/Online_booking_site_hungers_to_expand_TheAustralian2014-04-28.pdf

http://blogs.wsj.com/dealjournalaustralia/2012/06/29/meet-australias-answer-to-opentable/

http://www.wiliam.com.au/wiliam-blog/sydney-web-design-dimmi-launches

http://blog.marketing4restaurants.com/the-future-of-online-bookings-in-australia/

Leverage the Long Tail

LongTail: Chris Anderson

LongTail: Chris Anderson

As one of the eight core patterns mentioned by O’Reilly, leverage the long tail has been best described by Chris Anderson’s economic long tail model. In general, it describes that, compared to those most hit marketing focus, the market demand increasely shifts to those long tail niches, which generates the business in success.

 

Scoopon, is the Australian’s largest daily deals company and an integral part of Australia’s number one online shopping group. Starting similar with Groupon in America, Scoopon integrates small businesses and offer discounted deals to local people.

 

Scoopon

Scoopon

Scoopon was built on the driving forces of the Long Tail. Back to 3 years ago, there is no “group deals” offered from any website in Australian. Group deals, refers to some people online purchasing a local business’ services or products as a group for discount, and such minimum amount of purchase are often decided by the business. However, Scoopon explores the new market successfully, and even add additional function (i.e., travelling and shopping) to the website. Comparing to this, Groupon slowed down in entering new market. They also contract with more businesses to corporate and attract new customers in different ways (e.g., joint into online shopping group with Grocery Run, Catch of the Day and etc and let customers to share the deals through other social platforms).

 

They use algorithmic data management to match supply and demand. There are some statistic offering beside each deal showing the time left, how much the deal could save and how many scoopons (vouchers) are sold. In most cases, these statistics offers reliability and sometimes stimulations to the customers to purchase the deal as well.

 

Leverage customer self-service to cost effectively reach the entire web. Each customers of Scoopon could manage and control their own accounts with their personal delivery address, bank details and purchased deals. Also, Scoopon leverages the low-cost advantages of being online.

 

My Scoopon

My Scoopon

To sum up, Scoopon leverage the long tail in a quite noticeable and successful way.