Yemeksepeti.com is Turkey's first online food delivery portal, founded in 2001. It works with local restaurants and large food chains across 41 cities in Turkey to offer various cuisine options to consumers. When assessing options for a new advertising campaign, Yemeksepeti's buying center considers perspectives from its IT, marketing, finance, and board of directors teams. Each team brings different views and priorities to the decision.
Yemeksepeti.com is Turkey's first online food delivery portal, founded in 2001. It works with local restaurants and large food chains across 41 cities in Turkey to offer various cuisine options to consumers. When assessing options for a new advertising campaign, Yemeksepeti's buying center considers perspectives from its IT, marketing, finance, and board of directors teams. Each team brings different views and priorities to the decision.
Yemeksepeti.com is Turkey's first online food delivery portal, founded in 2001. It works with local restaurants and large food chains across 41 cities in Turkey to offer various cuisine options to consumers. When assessing options for a new advertising campaign, Yemeksepeti's buying center considers perspectives from its IT, marketing, finance, and board of directors teams. Each team brings different views and priorities to the decision.
Yemeksepeti.com, founded in 2001 by Neyzat Aydin, is the first online food delivery portal in Turkey based on a business style similar to that of waiterwheels.com in the United States. The company works with local restaurants and big food chains throughout Turkey to offer various cuisine options to consumers. Yemeksepeti currently has more than 6.500 contracted delivery restaurants across 41 cities in Turkey. Consumers benefit from a large choice of restaurants, the convenience of online ordering, and the customer service that ordering from yemeksepeti.com guarantees; restaurants access a much broader customer base. When assessing the situation, regarding the options of a new advertising campaign, four teams within the buying center participate: IT, marketing, finance, and the board of directors. The IT team is directed by a young technology innovator. This department is keen on experimenting with new technologies, especially those surrounding the smartphone. It manages the advertising function as follows: more technology to keep up with the young audience. Augmented reality, QR codes, and 3D imaging are high on their agenda linked with location aware technologies. The IT team attempts to severage the debate/debute for the new advertising campaign to gain more power and is willing to use political tactics to achieve its personal and organization goals. The marketing department is more grounded and claims to understand better the geodemographic behavior of consumers. Marketing believes access is important and fancy technology may put off some users. Its motto is “simplicity in afew clicks,” together with fun, viral marketing videos and buzz on social networks. It has a strong experience of the practice acquired over the years and is up-to-date with the latest Web analytics backing its views. Marketing does not back down easily in a disagreement, even with higher-ranking management employees. The finance department is traditionally more conservative and carries strong weight in influencing decision-making. However, over the years it has learned that successful advertising involves risk, testing, and investment. A deep understanding of growth drivers is what is required to convince the finance team. Still, it listens, seldom takes a stand, and tries to get unanimous group consensus in decision-making. If not, it normally goes with the lowest risk solution-which in this case would be replicating past successful advertisements on tested technologies and media platforms. The boards of directors is composed of an eclectic mix of individuals-some local, some international-including the founders. The board combines a collaborative global approach, sector-specific expertise, and a long-term investment horizon. It strongly supports the internal development of new product offerings. The board sees its role as analyzing information and thinking strategically about profitability and growth. Yet, it strongly sopports the voicing of options, especially counterintuitive ones, and makes the finel decision. Translates Yemeksepeti.com, didirikan pada 2001 oleh Neyzat Aydin, adalah portal pengiriman makanan online pertama di Turki berdasarkan gaya bisnis yang mirip dengan waiterwheels.com di Amerika Serikat. Perusahaan bekerja sama dengan restoran lokal dan rantai makanan besar di seluruh Turki untuk menawarkan berbagai pilihan masakan kepada konsumen. Yemeksepeti saat ini memiliki lebih dari 6.500 restoran pengiriman yang dikontrak di 41 kota di Turki. Konsumen mendapatkan keuntungan dari banyaknya pilihan restoran, kenyamanan pemesanan online, dan layanan pelanggan yang dijamin oleh yemeksepeti.com; restoran mengakses basis pelanggan yang jauh lebih luas. Saat menilai situasi, terkait opsi kampanye periklanan baru, empat tim dalam pusat pembelian berpartisipasi: TI, pemasaran, keuangan, dan dewan direksi. Tim TI dipimpin oleh seorang inovator teknologi muda. Departemen ini tertarik untuk bereksperimen dengan teknologi baru, terutama di sekitar smartphone. Ia mengelola fungsi periklanan sebagai berikut: lebih banyak teknologi untuk mengimbangi audiens muda. Realitas tertambah, kode QR, dan pencitraan 3D merupakan agenda utama mereka yang terkait dengan teknologi sadar lokasi. Tim TI mencoba memanfaatkan debute untuk kampanye periklanan baru untuk mendapatkan lebih banyak kekuatan dan bersedia menggunakan taktik politik untuk mencapai tujuan pribadi dan organisasinya. Departemen pemasaran lebih beralasan dan mengklaim lebih memahami perilaku geodemografi konsumen. Pemasaran percaya bahwa akses itu penting dan teknologi mewah dapat membuat beberapa pengguna tidak tertarik. Motto mereka adalah "kesederhanaan dalam beberapa klik", bersama dengan video viral marketing yang menyenangkan dan buzz di jejaring sosial. Ini memiliki pengalaman kuat dari praktik yang diperoleh selama bertahun- tahun dan up-to-date dengan analisis Web terbaru yang mendukung pandangannya. Pemasaran tidak mudah mundur dalam ketidaksepakatan, bahkan dengan karyawan manajemen yang berpangkat lebih tinggi. Departemen keuangan secara tradisional lebih konservatif dan memiliki bobot yang kuat dalam mempengaruhi pengambilan keputusan. Namun, selama bertahun-tahun telah dipelajari bahwa periklanan yang sukses melibatkan risiko, pengujian, dan investasi. Pemahaman yang mendalam tentang pendorong pertumbuhan diperlukan untuk meyakinkan tim keuangan. Namun, ia mendengarkan, jarang mengambil sikap, dan mencoba untuk mendapatkan konsensus kelompok dengan suara bulat dalam pengambilan keputusan. Jika tidak, biasanya solusi dengan risiko terendah-yang dalam hal ini akan mereplikasi iklan sukses masa lalu pada teknologi yang diuji dan platform media. Dewan direksi terdiri dari campuran beragam individu-beberapa lokal, beberapa internasional-termasuk para pendiri. Dewan tersebut menggabungkan pendekatan global kolaboratif, keahlian khusus sektor, dan cakrawala investasi jangka panjang. Ini sangat mendukung pengembangan internal penawaran produk baru. Dewan melihat perannya sebagai menganalisis informasi dan berpikir secara strategis tentang profitabilitas dan pertumbuhan. Namun, itu sangat membantu penyuaraan opsi, terutama yang berlawanan dengan intuisi, dan membuat keputusan finel.