Khondoker Tasfin Alam: HungryNaki, the enterprise of on-line meals supply, upsides of engineering schooling, the gig economic system, and life classes


Khondoker Tasfin Alam is the Chief Working Officer of Daraz Bangladesh and Managing Director of HungryNaki. Previous to becoming a member of Daraz Bangladesh, Mr. Alam labored for a few of the main telecom operators in Bangladesh and spent years working within the telecom {industry} throughout markets in Europe and the Center East. Initially skilled as an engineer, he later studied enterprise at London Enterprise College and IBA, Dhaka College. 

On this fascinating dialog with Future Startup’s Ruhul Kader, Mr. Alam talks about his journey to what he’s doing right now, the actual worth of engineering schooling, and his takeaways from working in a number of worldwide markets as a younger skilled within the early days of his profession, his work because the Managing Director of HungryNaki, HungryNaki’s enterprise, operation, challenges, and ambition, dynamics of on-line meals supply enterprise, on-line meals supply market in Bangladesh, varied facets of on-line meals supply enterprise, the altering world of labor, his tackle success, profession, life and way more. 

That is a completely good learn in its entirety. We hope you get pleasure from studying the interview as a lot as we loved doing it. Completely satisfied making! 

Ruhul Kader: Thanks for agreeing to this interview. Are you able to please inform us about your journey to what you might be doing right now?

Khondoker Tasfin Alam: I’m an engineer by coaching. I did my BSc. in EEE from the Islamic College of Engineering and Know-how, an OIC establishment. I graduated in 2003 and began my profession within the telecommunication {industry} by becoming a member of Citycell, the primary telecom operator within the nation. 

After a few 12 months, I moved to Banglalink throughout its launching month. I labored at Banglalink for the subsequent 12 years in several positions. 

I labored in two phases in Banglalink. From 2005 to 2010 I labored in Bangladesh. After that, I used to be posted to the headquarter of Banglalink, which was Egyptian Big Orascom Telecom on the time. There I served a number of years. I used to be lucky to have alternatives to work in several nations together with Italy, Lebanon, Algeria, and Egypt. After a while, a merger occurred between Orascom and VimpelCom, and rejoined the Bangladesh workplace of Banglalink the place I labored until 2016.

After that, I briefly labored for native conglomerate Rangs Group. They’d 4 completely different entities within the telecom and IT domains — PSTN, IGW, ICX, and ISP OperationOpration. I oversaw 4 completely different firms for the Rangs group and that’s the place I ended my telco profession to an extent.

Round this time Alibaba got here to Bangladesh and took over Daraz. I used to be approached for the Chief Working Officer (COO) place. I took the chance and joined Daraz Bangladesh in 2018. I used to be the primary Bangladeshi COO of Daraz Bangladesh on the time. Earlier than me, this put up had largely been led by expatriates.

Since then it has been a superb journey for me working in an {industry} and doing issues which are fairly completely different from what I used to do in my earlier jobs. 

After becoming a member of, I made a number of adjustments within the buyer expertise and logistic infrastructure, which had been the core challenges for the expansion of e-commerce within the nation. Lots of these adjustments have helped unlock development for not solely Daraz but in addition for the whole ecommerce ecosystem of the nation. It has been a satisfying expertise to see the work we’ve got carried out for Daraz additionally serving to the whole e-commerce ecosystem of the nation.

Daraz runs the biggest logistics infrastructure within the nation and one of many largest in Southeast Asia. After India, our ecommerce fleet base, and logistics infrastructure is the second largest within the Southeast Asian area. So working at Daraz Bangladesh has been a concurrently difficult and rewarding journey for me.

On this continuation, I used to be approached to additionally take over the operations of HungryNaki with some new visions and targets. I used to be fairly concerned in the whole acquisition means of HungryNaki. I do know the ins and outs of the operation. Though I’m simply a few months into my position because the Managing Director position of HungryNaki, it isn’t one thing new for me.

So that is my profession journey to this point. I’ve had challenges on a regular basis and that is what I like about it.

Ruhul: That is a superb abstract of your journey. Once we determined to succeed in out to you for an interview, we thought we’d do two interviews. One in your work at Daraz and one other on HungryNaki. We ultimately determined in any other case as a result of it could be a really lengthy interview if we do two interviews without delay. Most likely another day about Daraz.

Tasfin: Sure. Daraz is a captivating and lengthy story. It’s a universe in itself. A number of issues to cowl. Let’s hold it separate.

Ruhul: You studied engineering, labored for multinational firms throughout markets for a few years, after which transitioned to e-commerce and now meals supply. How do your schooling in engineering in addition to working in giant firms in telco contribute to your considering and your strategy to e-commerce and the meals supply enterprise?

Tasfin: You already know that I am a graduate {of electrical} and digital engineering. Though I began and spent a big a part of my profession in telco, there was no telecommunication-specific topic again in early 2000. 

We had been the primary era of engineers who got here into the telecommunication subject. Nearly all of us got here from the EEE background and some from the CSE background. The humorous factor was that we didn’t research a lot associated to telecommunication. We didn’t precisely be taught what we had been imagined to do on the job.  

What helped was my analytical and problem-solving abilities and the strategy to trying into issues that I developed whereas learning EEE. That’s principally the takeaway from learning engineering. Though we didn’t precisely be taught something job-specific, we might navigate the telecom world as a result of we discovered find out how to sort out tough challenges and strategy issues. 

Should you take a look at the statistics right now, lots of the prime CEOs throughout industries are from engineering backgrounds. Perhaps you develop sure traits once you research engineering which helps. 

I’ve at all times wished to be in a management position from the start of my profession. It was very clear in my thoughts. So perhaps subconsciously, I used to be at all times making ready myself for management roles, even in these early days. I used to be at all times studying various things, even exterior of my engineering position. I by no means wished to restrict myself to an engineering position which may create a stereotype. That is how I used to be already making ready myself.

After I was posted to Orascom, I additionally acquired a diploma from the London Enterprise College, a capstone course run by LBS. This system helped me to develop a greater understanding of how worldwide firms work. It was an amazing studying expertise for me—a superb mixture of sensible downside fixing and theoretical understanding of issues about beginning and operating companies, operations, technique, worldwide operations, how markets operate, entrepreneurship, and so forth. That was fairly useful. 

In a while, I additionally did an MBA from the IBA of Dhaka College, which helped solidify my theoretical data of enterprise making me extra assured about my approaches and complementing between sensible and theoretical data. 

Ruhul: You talked about this wonderful remark about engineering grads main firms the world over. We interview founders and leaders from throughout sectors. And curiously, lots of the founders we meet are engineers. Then you definitely talked about this problem-solving talent that engineering grads develop which is principally about each job. To that finish, what are another abilities that you just assume engineering grads develop that assist them to carry out higher than others? Simply making an attempt to decode what is the secrets and techniques there.

Tasfin: It’s onerous for me to correctly examine engineering and different backgrounds. As a result of I didn’t research different topics. What I can say is that engineering is a high-paced and intensely demanding self-discipline. It’s important to research rather a lot. You’re at all times underneath stress. Consequently, engineering college students be taught to function underneath stress. It’s important to be taught new issues and that too shortly. We needed to be taught time administration. To deal with a fast-paced surroundings, it is advisable to develop traits corresponding to fast studying, competitiveness, managing tough issues, and staying calm underneath stress. These are a few of the sensible abilities that you just additionally want all through your life. 

Furthermore, engineering college students normally come from very aggressive backgrounds. The hole between the most effective college students and the subsequent greatest is slim. It’s a hyper-competitive surroundings.. They already know find out how to navigate a aggressive surroundings and are used to it. Competitiveness and adaptableness are two abilities engineering college students be taught which are very helpful within the trendy skilled world.

Ruhul: You’re considering very clearly right here. As you talked about, the fast-paced and aggressive surroundings pushes folks to work onerous. They have to be disciplined. They should get up early, work late, and so forth. That is wonderful coaching and a bonus they carry all through their skilled life.

Tasfin: Sure.

Ruhul: It is a associated query. You could have labored for multinational firms and have expertise working throughout markets that embrace markets in Europe and the Center East. What are a few of the classes you’ve discovered from these roles that you just carry with you? 

Tasfin: The most important lesson is in regards to the essential significance of studying in regards to the market and the shoppers. The telco is a fairly generic {industry} — voice community, SMS community, and web community. Ideally, it could’t be that completely different from nation to nation. But it is rather completely different from one place to a different. The ARPU is completely different, the utilization sample is completely different and buyer calls for are completely different.

For instance, once I was in Algeria, that they had the very best utilization of SMS in these days. It was distinctive for that specific territory. Individuals had been extra comfy texting than speaking over the telephone. In Lebanon, it was the precise reverse situation. Individuals had been extra comfy speaking. They usually had the neatest gadgets obtainable out there on the time.

Each market has distinctive traits and calls for. So whatever the {industry}, you need to perceive your market and the demand of your clients very properly. In the long run, enterprise is all about productiveness, effectivity, and the underside line. In each {industry}, there may be at all times one thing it is advisable to crack first to make your small business profitable. Until you perceive your clients and the character of your market, you may’t make it work. 

Europeans will pay extra however the inhabitants isn’t that top. So you need to earn extra per buyer to make the enterprise sustainable. Bangladeshis are worth delicate and therefore you at all times have to be aggressive. However you can also make it work with the dimensions. It’s important to perceive the character of a market.

Each tradition, market, and {industry} has sure traits and fundamentals that you need to grasp. All the pieces comes all the way down to giving your clients what they need. In case your clients are pleased, you’ve a enterprise. The alternative is the highway to doom. 

Ruhul: One final query about your work and journey. You at the moment are working within the management position of the biggest e-commerce firm in Bangladesh and operating one of many largest meals supply firms within the nation. You could have labored for a few of the largest telecom firms as properly. What are a few of the traits or habits that you just assume have contributed to your skilled journey and performed a job in your success?

Tasfin: I consider I’ve a protracted technique to manner. To reply your query, success in your skilled life shouldn’t be in regards to the seriousness or period of time you spend in your work, it’s about taking possession. 

I’ve been within the management position for the final 4-5 years. Earlier than that, I had a 15-year-long profession. All through my profession no matter position I’m given I’ve at all times taken full possession of it. I at all times attempt to transcend that position and do issues that may profit my group. No matter my position, I’ve at all times loved my work. The remainder of it’s the byproduct of it.

Sure, I’ve at all times wished to be in a management position and made selections accordingly. Most likely a few of these strategic selections labored in my favor. However no matter my goal, I’ve at all times been sincere and devoted to my work. These are the qualities which have helped me to succeed in the place I’m right now. Though I believe I’m simply getting began. 

Ruhul: Coming to your work because the MD of HungryNaki, are you able to please inform us about your philosophy of labor, and the way you strategy and handle work and folks? 

Tasfin: I’ve just lately taken up the place of Managing Director of HungryNaki and I’m loving the problem. Piloting a challenger model has at all times been my motivation as it is advisable to constantly innovate and enhance to remain aggressive. HungryNaki wants a metamorphosis in each side of its enterprise operation. It wants to start out from inside, and thus I together with my workforce are engaged on some key areas to construct effectivity and enhance the general buyer expertise.     

I consider in people-centered administration whereas being sensible. By being sensible I imply making certain enterprise profitability over the long term. And to construct a sustainable enterprise, you want a extremely motivated and devoted workforce to work relentlessly towards that trigger. 

I give autonomy to my folks and consider within the potential and individualities of individuals. Whereas doing so, I make it possible for everyone seems to be working in synergy and for a similar goal. 

Ruhul: Are you able to please inform us in regards to the state of HungryNaki’s enterprise right now? 

Tasfin: Established in 2013, HungryNaki is Bangladesh’s first on-line meals supply service. We’ve greater than 5000+ eating places and 4,00,000+ gadgets on our platform and it’s rising daily. We’ve over a million registered customers on our platform with greater than 2.5 million orders served to this point.  

Presently, we’re serving in 15 zones comprising Dhaka and Chittagong. We’re working to increase our attain throughout Bangladesh with top-notch service. 

Whether or not you’re a deshi foodie and Biryani-Khichuri-Chui jhal-Kala Bhuna is your menu otherwise you like your western cuisines like Pizza, Pasta, Burgers, and extra; HungryNaki brings the most effective eating places to your doorsteps at any time of the day. That is made doable by our ever-growing Meals Supply Tigers working diligently. 

HungryNaki additionally gives all of your essential groceries. Whereas the service remains to be at its early stage, we are going to are available a greater and larger manner within the close to future. 

Ruhul: Are you able to give us an perception into HungryNaki’s operations i.e. the way it operates in relation to Dazar, operational dynamics of meals supply, operational pillars, and so on? 

Tasfin: Daraz took over HungryNaki in March 2021, and from then onwards it has been a narrative of transformation. Though meals tech and e-commerce are completely different industries, there are scopes to leverage and we’ve tried to construct on that. The customers are the identical. Those that store from Daraz additionally order meals on-line. We’ve built-in each the methods internally and externally to make sure comfort for the customers. Clients can go to the Daraz app and discover HungryNaki simply. We additionally run cross-platform campaigns commonly.

Nevertheless, the operational dynamics of meals supply are completely different from e-commerce. Meals supply is real-time and frantic. Your end-to-end operational setup must work completely to fulfill buyer calls for. A buyer is not going to even wait an hour for his meals. The restricted timeframe between demand era to supply requires all the important thing stakeholders — riders, restaurant companions, and the HungryNaki workforce — to behave coherently to ship on time. Thus, our operational pillars are based mostly on velocity, compliance, and effectivity.

Ruhul: What are the secrets and techniques of the meals supply enterprise? 

Tasfin: There isn’t any secret sauce for the meals supply enterprise. All the pieces is tried and examined. A number of new experiments are additionally going down in each world and native markets. However, I really feel there are particular areas the place the {industry} must work to make it a sustainable enterprise.

First, from demand to supply, end-to-end operational visibility and well timed execution is a should. No matter set-up or funding is required to make sure that should be seemed into. Secondly, it’s a extremely sponsored {industry}. Buyer acquisition is vital, however at what price. We’d like a better play. It’s vital to retain customers and construct a loyal base in the long term. Third, riders are one of the crucial essential pillars of the ecosystem. There are challenges of rider provide at instances. Steady rider recruitment, coaching, and retention are vital.   

Ruhul: 4 secrets and techniques of HungryNaki. 

Tasfin: There are not any such secrets and techniques, however there are some things value mentioning: a) HungryNaki is a beloved model. There may be at all times a first-mover benefit and that’s the emotional connection you construct together with your clients over a time period. We’ve had clients ordering from our platform for the final 7-8 years, b) Human contact is certainly one of our differentiation elements. If there are any points with an order, we name the shopper and clarify c) HungryNaki is part of Daraz, the nation’s primary e-commerce platform. We’re constructing an ecosystem the place clients of each platforms are rewarded d) We’ve our extremely skilled in-house know-how workforce which supplies us the pliability to resolve real-time issues with a faster turn-around time. 

Ruhul: Are you able to please discuss in regards to the organizational tradition of HungryNaki?  

Tasfin: We’ve put collectively a younger and dynamic workforce at HungryNaki. On the heart of all, we do at HungryNaki is the know-how that empowers it. The challenges in a hyperlocal surroundings are a lot bigger than anybody can anticipate. You want a workforce of extremely expert and devoted members who perceive the challenges and are keen to go the additional mile. We’ve that at HungryNaki.

The instances have modified. At this time, the world of labor is extra versatile, which is why we’re consistently evolving our tradition. From hybrid work choices to free wellness consultations to strong upskilling alternatives; we need to guarantee workers have all of the help they should unlock their productiveness, creativity, and innovation. 

We all know folks work greatest when they’re pleased and this can be a assure once you work at HungryNaki.

Ruhul: What are the challenges for HungryNaki right now? 

Tasfin: The primary and first problem is to stay as much as the shopper expectation of delivering a high quality service. By high quality, I imply good person expertise, high quality meals, and well timed supply. For that to materialize, we have to construct a product that’s at the least at par or higher than the competitors and construct an environment friendly operation. 

One other problem is to construct a sustainable enterprise mannequin the place we will obtain person development whereas being environment friendly in key enterprise parameters. Buyer retention is vital for HungryNaki. Additionally, spending is required to amass new clients. So, there needs to be an ideal steadiness between scaling and effectivity.  

Ruhul: What are your growth technique and plans going ahead? 

Tasfin: As talked about earlier, HungryNaki is at the moment serving 15 zones in Dhaka and Chattogram metro. We’ve plans to increase in different zones as we enhance our product and repair experiences alongside the way in which. We don’t need to jeopardize our buyer expertise on the expense of growth. We are going to solely transfer to sure areas after we can guarantee 100% of the service. 

When it comes to new enterprise verticals, we’ve got a grocery section that’s operating at a restricted scale for now. Since fast commerce is without doubt one of the rising companies in meals tech, we additionally don’t need to miss out on the chance. We’re working to develop the infrastructure and assortment to develop that enterprise too.  

Ruhul: What do folks typically misunderstand or don’t perceive in regards to the meals supply enterprise from the surface? 

Tasfin: From the outset, meals supply might seem to be a easy activity. As a buyer, I’ve positioned an order on the app, and the supply individual is delivering the meals to me as per the stipulated time. Nevertheless it’s not a simple activity by any stretch of the creativeness, and lots of issues must fall in place to make this occur.  

Each stakeholder within the course of — rider, restaurant, HungryNaki personnel must be on prime of their sport. Rider wants to simply accept the order in time, the restaurant wants to reply and begin making ready the meals, then the rider goes to the restaurant, picks up the meals, and delivers it to the shopper’s vacation spot. Everybody on this chain needs to be monitored and ensure they keep a timeline. If any of the chains break, delay occurs and clients get hampered.  

Ruhul: You talked about this fascinating remark about right now’s work surroundings earlier within the dialog. Are you able to briefly inform how a lot the office tradition and folks’s expectations of their working surroundings have modified during the last 10-15 years?

Tasfin: The work tradition has modified rather a lot because the time we joined the company sector. The quantity and the standard of graduates have modified over the identical interval. We had been the primary fortunate ones who acquired the benefit of becoming a member of the telecommunication {industry}. It was the start of the {industry} within the nation. Later the {industry} has develop into very aggressive. 

After I began my profession, the wage was one of many major elements for taking a job, which later shifted in the direction of the model worth of the corporate, and so on. Now issues are utterly completely different. At this time, it’s a mixture of many issues together with wage, high quality of life, work-life steadiness, and so on. Cash nonetheless performs an vital position however persons are additionally involved in regards to the high quality of life. Individuals additionally need to perceive if we’re incomes extra, how are we spending that cash? 

Individuals have extra choices right now. The economic system is rising. The world is extra open. So folks have extra liberty in selecting their profession, which has made recruiting the best abilities more durable for firms. Individuals need the whole lot: wage, working surroundings, work-life steadiness, and so forth. So issues have modified rather a lot within the final 10-15 years and they’ll hold altering. 

One of the best factor any employer can do is to adapt to the adjustments and make it work. As a result of in case your workers usually are not pleased, you’ll not get good outcomes.

Ruhul: That is a superb reply. When it comes to retention, what you talked about is completely true. One in every of my observations is that for startups it’s actually tough to retain folks. If you cannot retain folks, it impacts each facet of your operation. You may’t execute a coherent technique in case your workforce frequently adjustments each few months. Do you’ve any ideas for firms to enhance their worker retention price?

Tasfin: For startups, it’s much more difficult. Startups are normally fast-growing, dynamic organizations. The surroundings in an early-stage firm is totally completely different from conventional firms. Issues transfer quick. You joined an organization doing X variety of deliveries and orders, and in a few months, it’s now doing 4-5 instances of that. This breakneck velocity creates many challenges. The one who was match for 100 orders a day won’t be appropriate anymore when the corporate is doing 10,000 orders a day. The challenges come from each side. 

Typically the corporate doesn’t discover the individual any extra appropriate for the expansion they’re projecting. Typically the worker, regardless of having the standard, shouldn’t be prepared for the job. It is a distinctive but quite common problem for startups. Consequently, not having a excessive worker retention price is sort of comprehensible for a startup.

Now if the above two causes usually are not the supply of your retention downside, it warrants your consideration. One potential answer is exhibiting the workers the larger image. It is not uncommon for folks to alter jobs for a increase or a promotion within the early days of their careers. So mentorship and motivation can affect your retention rather a lot. The job of a frontrunner on this context is to make his workers perceive the significance of their work and contribution and what their journey seems like 2-3 years down the highway within the firm.

I’ve been with Daraz Bangladesh for 3 years solely. We’ve grown nearly 400 instances on this interval. In our early days, lots of our proficient colleagues wished to go and be part of different firms. In these conditions, I normally would make them perceive their development potential within the firm. I’d present them when you go now, after six months you’ll not develop, however Daraz will develop double. So I’d give them the choice to both keep, be part of the expansion of Daraz and get the expertise of rising an organization inside six months, or to work for an additional group which may not have the power for this type of development. 

The early days of your profession are all about studying. In spite of everything, all of us are professionals and we need to develop in our careers. In case your base is robust and your studying expertise is there, then you may promote that have for the remainder of your profession.

Everybody has completely different targets. It’s the chief’s job to retain the best abilities by understanding their wants and exhibiting them the larger image. It’s simpler stated than carried out. However I don’t see any options to this.

Ruhul: You briefly talked about that HungryNaki requested you to take over the position of the Managing Director when the corporate has been engaged on a brand new imaginative and prescient and mission. Are you able to briefly discuss this new imaginative and prescient?

Tasfin: Should you take a look at the startup ecosystem of Bangladesh or South-East Asia or any main ecosystem, we at all times discuss development and infrequently discuss sustainable development. It’s straightforward to point out development so long as you might be burning money. 

For us, it might appear early to think about sustainable development given the numbers that we do at HungryNaki, however with the way in which Daraz has matured over time and with the understanding we’ve got, we consider it’s the proper time.

We now need to place ourselves in another way out there. We don’t need to develop by burning cash and giving subsidies. As a result of that isn’t sustainable. As a substitute, we need to perceive the wants of our clients and cater to their wants higher and extra effectively. The market is massive. It could simply accommodate 3-4 gamers initially and perhaps 2-3 gamers as soon as the market matures. 

It is crucial for a company, particularly when it’s in its early stage, to know the place to place itself out there. For HungryNaki, it’s clear to us that we need to be the shoppers’ selection platform. Clients’ selection platform doesn’t suggest you need to continuously give vouchers, reductions, and reward playing cards. You may give away these issues often. However we need to construct a sustainable ecosystem. We do not need to give 20% to 30% {discount} vouchers to clients and make them wait two hours to get the meals. Relatively we wouldn’t give any voucher, however ship your meals in 30-35 minutes—scorching, good high quality and you’ll benefit from the meal. That is our aspiration.

We’re reassessing our place relative to the market dynamics. We need to construct an ecosystem the place all of our stakeholders profit. We need to construct an ecosystem for restaurant house owners, our supply heroes, and our clients. We’re right here to serve the shoppers and we need to do it as greatest as we will.

Meals supply service is completely different from conventional parcel supply or ecommerce. For normal e-commerce, supply time shouldn’t be that vital except it’s stated so. Delivering just a few hours late shouldn’t be an enormous deal. However not in meals supply. Right here you need to be on time. Whether it is raining exterior, you can begin your e-commerce supply service late. However in meals supply, regardless of how the climate, you need to ship on time. It is rather very onerous to do this. That is what we need to grasp and construct effectivity. 

Ruhul: You talked about that HungryNaki is a challenger model. There are a few gamers out there and some of them are fairly aggressive. You briefly touched upon the strategic path of the corporate that you just need to present environment friendly meals supply service to your clients, present wonderful service, and so forth to distinguish. I need to dig deeper into your technique to differentiate your self, function sustainably and achieve market share on condition that the market is already fairly aggressive and also you need to steadiness sustainability and development. 

Tasfin: I’ve already defined just a few issues associated to this. On the differentiation aspect, we at all times need to keep the human contact. We need to be obtainable to our clients, attend to them and hearken to them each time they want us. We could have processes and methods in place as we scale, however we do not need to get to a spot the place we are going to by no means work together straight with our clients. 

HungryNaki is the primary meals supply firm within the nation. We’ve a protracted historical past of serving our clients. We’ve already served 2.5 million orders to this point. In right now’s context, it might not appear to be an amazing quantity. Nevertheless it was quantity when HungryNaki began when you put it in context. Should you look 4-5 years again, HungryNaki was the primary meals supply firm out there. We’ve a sure reference to our clients, which we need to retain. We’ve a buyer base whose demand is exclusive. We need to serve them. And we need to do it sustainably. 

Development is simple. We all know it from our expertise at Daraz. However sustainable development is tough. And we need to do the tough factor. We need to take a step again and be sustainable first earlier than beginning to develop. Once you develop sustainably, it’s financially optimistic for you. That is the place we need to be.

Within the present market state of affairs, the variety of orders and development will be simply gained. We simply need to make our life tough. That is what we’re searching for.

Ruhul: Are you able to give us some numbers or metrics that replicate the state of your small business right now? It may be the variety of orders or some other metrics that you just take a look at or some other normal pointers in relation to your competitors or the market that may provide an understanding of your small business. 

Tasfin: I can’t reveal inside numbers. Relating to the {industry}, we do not need that sort of commerce information and I don’t need to give a quantity with respect to the competitors, which I’m not positive about. 

To enrich your query I can say, the rationale Daraz determined to affix the meals supply service is that we need to serve our clients the whole lot they need. There was a requirement from our clients for this service. We wished to fill the hole. We aspire to serve the prevailing clients of Daraz for his or her meals wants. We need to give Daraz clients an choice to order meals on-line. To that finish, we’ve got an enormous potential to develop as a result of we do not even serve 10% of Daraz’s clients right now. That is a manner you may say we need to develop inside our inside ecosystem. If we will serve Daraz clients properly, it could make us the primary on-line meals supply platform within the nation. That is the place we need to focus.

Ruhul: You talked about earlier in response to a different query in regards to the integration between Daraz and HungryNaki the place individuals who use Daraz may also order meals from HungryNaki from the Daraz app. Out of your reply what I collect is that the mixing goes to be much more seamless going ahead.

Tasfin: Sure. That is the place we plan to place ourselves in future

Ruhul: HungryNaki and different on-line meals supply platforms comply with a commission-based construction to earn income the place they get a sure share of fee from the eating places. Some meals supply firms have been making an attempt Cloud Kitchen, others have been making an attempt to do white label manufacturers of meals gadgets to enhance margins. How does HungryNaki’s fee construction look? Do you’ve something on the cloud kitchen aspect of issues?

Tasfin: We do not need something like a cloud kitchen at this second. Nevertheless, it seems to be fairly a preferred mannequin within the ecosystem. Though we don’t have any plans in that line within the quick run, we might consider one thing comparable sooner or later. 

When it comes to fee, we’re probably the most aggressive out there. As I discussed earlier, we need to construct an ecosystem the place all of our stakeholders profit equally. We feature the identical philosophy at Daraz. We need to be the biggest e-commerce platform within the nation and we wish our companions to develop together with us. 

We need to do the identical in meals supply. To our data, we provide probably the most aggressive fee construction out there for almost all of our circumstances. We need to stay so as a result of we wish our companions to develop as properly.

Ruhul: That is fascinating. This connects to my subsequent query. There have been questions in regards to the fee construction of meals supply firms. Many restaurant house owners declare that platforms cost the next fee which makes it tough for them to do enterprise. It creates an fascinating downside for eating places. They’ve been on these platforms for some time. Lots of their clients now order meals by means of these platforms as an alternative of coming to their eating places and dine-in. In order that they have misplaced a few of their clients to the meals supply platforms. Now when the platforms improve fee, for the eating places it’s tough to say I do not need to be on the platform anymore as a result of lots of their common clients now choose to order by means of these platforms and a big share of orders now come by means of these platforms. Do you assume this example will change within the close to future? As a result of from the demand perspective, platforms have extra market energy than particular person eating places. How do you see this?  

Tasfin: It’s a tough query to reply. Typically talking, we’re in a transition now and all of us should adapt to this new actuality. That is true for restaurant house owners in addition to for the platforms. We’ve to search out the best steadiness.

It’s true that for some eating places the share of dine-in has gone down. However I am positive the quantity of extra gross sales they get by means of the net meals supply platforms is critical in comparison with the loss. There may be at all times a steadiness and trade-off.

We have to perceive the present dynamics out there. The pandemic has modified the life and habits of individuals. Restaurant house owners want a mannequin the place they will self-sustain by balancing their on-line and offline gross sales. It’s evident that on-line meals supply platforms will proceed to develop. Ordering meals on-line is handy for purchasers. And it is smart for them. It’s the clients who resolve this. We are able to’t dictate that call. 

However how all of us can profit is the place I need to conclude my reply. We are able to’t kill one another. If eating places do not exist, the meals supply platforms do not exist. We’re right here due to the eating places and the shoppers. From a strategic viewpoint, on-line platforms are the bridge between the client and the vendor. We’re only a intermediary, a facilitator. We have to create a managed ecosystem the place each stakeholder advantages. 

As a platform, if we don’t let the eating places survive, ultimately the ecosystem will fail. If eating places hold shutting down, there can be no eating places to serve the shoppers. That is why it’s essential for on-line meals supply platforms to know the way they need to place themselves out there.

Ruhul: Glorious observations. You talked about earlier that meals supply is nearly a real-time service. Individuals order meals as a result of they need to have them and it is advisable to ship the meals inside half-hour. How do you guarantee quick supply? How do your logistics and infrastructure work? Additionally because you talked about the mixing between Daraz and HungryNaki, does it prolong to logistics and infrastructure as properly? Does HungryNaki share the logistics infrastructure of Daraz as properly?

Tasfin: I’ll attempt to make it easy for the final viewers to know. The logistics of an e-commerce firm and a web based meals supply platform are basically completely different. E-commerce supply is normally some extent to multipoint supply, whereas meals supply is a point-to-point supply. In meals supply, as soon as a buyer locations an order, the rider goes to the restaurant, picks up the meals, after which delivers it to a single buyer within the majority of the circumstances. Not like ecommerce, there isn’t a clubbing of orders. That is the important thing distinction between the logistics of e-commerce and meals supply providers.

Meals supply, in most cases, occurs in nearly real-time. There isn’t any room for error. Planning and projection are vital. Often, a logistics nightmare occurs due to the issues which are out of your management, corresponding to dangerous climate, heavy site visitors, a sudden surge of demand in a specific space, and so on. Therefore, the success of any meals supply firm lies in its flexibility — how briskly you may adapt to adjustments, how good you might be at projection, and the way good you might be at assessing the market, forecasting, and making ready your self.

Individuals typically assume that operation is all about manpower and aim. It’s a flawed idea. Operation is 90% planning and 10% execution. In meals supply, your margin of error needs to be at all times near zero. Should you exit of observe as soon as, it could take weeks or months to get again. So you will need to put together, plan, and forecast properly.

Ruhul: You talked about sustainable development and one technique to get there may be by means of buyer loyalty — constructing buyer loyalty in order that your buyer acquisition price goes down. The query is how do you guarantee loyalty? Equally, what are your most important price facilities and the place do your income and positive factors come from? What does your unit economics appear to be? 

Tasfin: It’s tough to reply all these completely different questions in brief as a result of there are lots of parameters concerned right here. To reply your first query, loyalty comes from the providers. Should you present high quality service, retention is simple.

If you’re asking in regards to the scale and the dynamics of the enterprise, I’d say, it evolves constantly. Our enterprise within the subsequent 5 years can be completely different from what we did up to now.

The size is the core essence of any startup and of any on-line platform. It’s the solely factor that drives effectivity and productiveness. On the identical time, in case your unit economics shouldn’t be proper, the extra orders you ship, the more cash you’ll lose. There may be at all times a proper steadiness between development and sustainability. I believe that’s the position of administration — to see the larger image and devise a method to attain that.

The price facilities are the logistics, the advertising, and the folks. Since we’re not a producing enterprise, we do not need any manufacturing prices. We earn income by means of commissions and supply charges.

Ruhul: How does your buyer acquisition work? How do you see the market evolving going ahead? 

Tasfin: Within the development part of any firm you’ll at all times have completely different teams of shoppers. Some clients will come for reductions. Others will use the platform for real worth corresponding to comfort. Our aim is to supply comfort and selection. Now we’ve got to regularly make this transition. Should you proceed utilizing a discount-driven technique, over a interval you’ll not know who your buyer base is. Should you rely an excessive amount of on a reduction mannequin, it’ll develop into onerous to get a loyal buyer base. 

At HungryNaki, we all know what share of our clients come for reductions and what number truly use the platform. Realizing your income combine and the shopper combine is vital. If you’re assured about these numbers, decision-making will get simpler. 

The ecosystem wants to return out of the voucher-dependent mannequin. Counting on incentives alone is unsustainable. As a substitute, we should always give attention to high quality and buyer expertise, and attempt to construct a sustainable enterprise.

Ruhul: To that finish, do you see any distinction in buyer conduct in comparison with a 12 months in the past? 

Tasfin: After all, change is occurring. Typically, folks come to a platform for the primary time to attempt it out. And it’s okay to carry new clients by giving them some form of incentive. This is a wonderful primary concept. The true query is: are you with the ability to retain some share of those clients? 

It’s straightforward to make a buyer use your platform for the primary time by giving them a reduction. However the worth you add by means of your service will decide the retention of that buyer. Retention is dependent upon the service, not essentially the {discount}. This transformation is occurring fairly quick.

For instance, we run 4 massive campaigns yearly at Daraz. One marketing campaign per quarter. It’s an acquisition technique for us. Our final success is dependent upon whether or not we will retain the shoppers we get by means of these campaigns. 

Ruhul: The success of on-line meals supply platforms is dependent upon the dimensions and mainstream adoption of the service. Individuals use a few factors in favor of meals supply such because the rise of dual-income households the place husband and spouse work exterior, are time starved to prepare dinner meals, and thus, depend on on-line meals supply providers. Do you see that is already occurring? Is meals supply a mainstream pattern now the place a big share of households in cities use meals supply commonly? 

Tasfin: I believe it’s occurring. A few adjustments are occurring without delay right here: way of life change, behavior, and revenue. 

A number of elements are taking part in an vital position in favor of on-line meals supply providers. As you rightly stated, in lots of households these days each husband and spouse work exterior. This share is rising quick. These persons are already time-starved. Furthermore, the heavy site visitors in Dhaka eats away lots of our time, which makes it onerous for folks to prepare dinner after returning residence from work. Hiring maids have develop into sophisticated and costly. These inconveniences favor on-line meals supply providers. 

All that platforms must do is keep on with the fundamentals and provides folks high quality service and high quality meals at an inexpensive worth. 

Prior to now, you can solely order wealthy and costly meals on meals supply platforms. The choices had been restricted. It has modified. Now you can order the whole lot from breakfast to snacks to home-cooked meals to costly dishes. So the marketplace for on-line meals supply providers will proceed to develop.

Ruhul: How massive is the meals supply market in Bangladesh?

Tasfin: We haven’t any industry-wide information. From our judgment, per day the meals supply {industry} serves round 200,000 households. The expansion potential is big. There are some challenges corresponding to smartphone penetration and so forth. However the market has been rising fairly quick. The typical ticket measurement of orders is about $6-7, so you may get a quantity from there. 

Ruhul: You’re in a few cities exterior Dhaka? How does the adoption look exterior Dhaka?

Tasfin: The expansion share is greater exterior Dhaka, which is sort of encouraging. Partly as a result of many of those cities are nonetheless inexperienced fields. I believe we are going to quickly get to some extent the place there’ll hardly be any hole between the expansion exterior Dhaka and the expansion inside Dhaka.

Ruhul: How do you see the competitors out there?

Tasfin: When you’ve succesful rivals, it’s wholesome for the expansion of the {industry}. Meals supply has a protracted technique to go. We’re simply getting began. So the competitors shouldn’t be essentially among the many on-line platforms. Relatively the actual problem lies in altering the habits of individuals and bringing folks on-line. The market potential is big. When the market grows, it will increase the pie for everybody. 

In my view, there shouldn’t be any significant competitors within the subsequent 3-4 years. Relatively everybody ought to give attention to rising the market share of on-line meals supply. So I’m completely in favor of competitors at this part of the {industry}.

Ruhul: There are questions in regards to the jobs gig economic system firms like yours create. Many individuals need to say that these jobs considerably lack by way of pay, safety, and high quality of life. How would you reply to that criticism? 

Tasfin: All of us should agree that it’s a powerful job. Our supply heroes are one of the crucial vital stakeholders of the ecosystem. With out the riders, the {industry} wouldn’t even exist.

From the platform perspective, we at all times attempt to give them job safety and higher alternatives. On the identical time, it’s a rising {industry} and I consider issues will solely get higher from right here. Loads of it is dependent upon the platforms and the way they deal with their supply companions. You even have to know that these jobs weren’t frequent two or three years in the past. These jobs are new. And we’ve got to simply accept that it has created new employment alternatives. The job of a supply man is like freelancing and there are some optimistic sides. On the identical time, it’s a demanding job and generally it may be onerous to fulfill the demand of the job. That is how issues are. 

That stated, it’s a rising {industry}. I consider issues will solely get higher from right here. The net platforms ought to present a high quality working surroundings for his or her riders.

Ruhul: Do you’ve any initiative on your riders that addresses these questions?

Tasfin: Sure, we do. We tremendously worth the contributions of our riders. We’ve launched an insurance coverage coverage and attempt to be there each time they want any assist. That stated, there may be extra to do. However the {industry} itself shouldn’t be worthwhile but. It extremely is dependent upon reductions and vouchers to draw clients. In some unspecified time in the future, when the ecosystem turns into sustainable everybody associated to it’ll profit. 

I wouldn’t say issues are dangerous now. Relatively I’d say, in comparison with our neighboring nations, the present state of our meals supply market is common. There may be room for enchancment. 

Ruhul: There may be satisfaction, magnificence. and expertise in cooking your personal meals. There are additionally many delicate psychological facets to it. It takes endurance and observe. In your expertise, does meals supply make folks impatient? As a result of after we order meals we simply push a button and get the meals delivered. This speedy gratification is so tempting that in different areas of your life you all of the sudden begin anticipating issues to occur with the push of a button. What do you consider that? Do you see that as a possible social impression on all these on-demand industries?

Tasfin: This angle truly varies from individual to individual. There may be at all times a counter-argument to what you’ve simply stated.

How many people truly prepare dinner at residence given the approach to life we’ve got? Nearly all of us have a maid in our homes who does the cooking relying on the category we belong to. So nearly all of us don’t truly prepare dinner. It truly is dependent upon making the selection between selfmade meals and restaurant meals.

I would not deny that cooking is enjoyable and the individuals who get pleasure from cooking prepare dinner each time they get time. Cooking is an artwork.

I believe there are lots of issues that make folks lazier than the meals supply service. Social media and plenty of different influences round us ought to come manner greater on the listing than on-line meals supply in relation to making us impatient and altering our habits. 

Ruhul: How do you keep productive? How do you manage your work?

Tasfin: I juggle lots of duties. So I attempt to handle my time effectively. We’re an enormous workforce and it’s a tough job to handle a big operation. There are at all times challenges that want your consideration. I attempt to choose my battles correctly and dedicate my time to the challenges which are value being attentive to. I empower my folks they usually have the authority to make selections. I do help them when wanted in order that they will make the best resolution. I don’t micromanage. I solely become involved when one thing wants my consideration and I see that I can add real worth. 

I hearken to my folks and attempt to perceive their factors of view. When persons are assured that they’re going in the best path, I don’t become involved in that. I test with folks commonly, inquire and ask questions, it helps to make clear issues and determine areas the place I must become involved. In any other case, I attempt to not be an impediment. 

Ruhul: Recommendation for younger people who find themselves getting began of their careers. 

Tasfin: For potential entrepreneurs, you need to know your product and repair and the market, and your worth proposition very properly. You have to have a transparent understanding of why anybody can buy your services or products. It’s important to perceive your path to changing into the most effective in your vertical. These are the essential issues each entrepreneur ought to determine earlier than beginning a enterprise.

If you’re going for a profession, prioritize studying over the whole lot else in your early days. Attempt to determine what you get pleasure from, and what makes you come alive. Attempt various things. Be open and brave. Once you get pleasure from your work, it could change the whole lot. 

Ruhul: How do you see life on condition that life is finite and we’re right here for a really quick time?

Tasfin: Everyone knows that we’ll die sooner or later. The essence of life ought to be doing one thing significant. Now the definition of that means can range from individual to individual. Individuals bear in mind us for our deeds. Some persons are remembered for his or her fame, whereas some are remembered for small issues. Some persons are remembered by lots of people, whereas some persons are remembered solely by their members of the family. I don’t assume one is healthier than the others. 

Everyone has their very own timeline on this world. We must always attempt to make this as significant as we will. We must always make it possible for our work has a optimistic impression on the lives of different folks. This ought to be the true essence of life.

Ruhul: What are a few of the realizations that you’ve about life and work?

Tasfin: The one fixed in life is ‘change’. Issues will change and new challenges will come your manner. So life is about dealing with challenges and issues normally get higher over time.

Laborious work and honesty, in the whole lot you do, are the 2 most vital issues. In life, you do as greatest as you may in issues that you may management. Then there are issues that you may’t management. It’s important to be taught to simply accept that and make peace with that.



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