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Demaecan Co., Ltd.

Real Estate & Housing, Internet Services, E-commerce, Food Delivery

INTERVIEWEE

    左から順に
  • Mr. Daisuke Saito, General Manager, Strategic Development Department, Sales Division
  • Mr. Tetsuzan Ri, Group Manager, CX Planning Group, CX Strategy Department, CX Division
  • Mr. Yohei Hagino, CX Planning Group, CX Strategy Department, CX Division

Delivery services have become an integral part of our daily lives following the COVID-19 pandemic. Demaecan Co., Ltd. focuses on operating the Demaecan service platform, which connects end users with restaurants online, along with related business activities. Founded in 1999, the company has become a leading force in the delivery industry, surpassing 100,000 affiliated stores in 2021. Their commitment to constantly innovating and strengthening their products to enhance user satisfaction is truly impressive.

  • Challenges Before Implementation

    • There were challenges regarding the comprehensiveness and reliability of store information necessary for developing sales strategies.
  • Reasons for Implementation

    • It integrates with Salesforce and can be utilized to promote digital transformation.
    • Over 800,000 restaurant records are registered, ensuring high data reliability.
  • Results Achieved

    • We are now able to develop precise sales strategies and conduct efficient sales activities.
    • Reduced the man-hours required for maintaining and correcting store information by 60%, saving approximately 17 million yen annually.
    • Streamlined back-office operations, such as simplified anti-social force checks.

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Challenges Before Implementation

We wanted to build a detailed sales strategy, but we were struggling with the comprehensiveness and reliability of the necessary store information.

Before implementing uSonar, they reportedly developed sales strategies to increase the number of member stores by referring to store information publicly available on the internet.

Li

To increase the number of Demaecan users, we first need to increase the number of member stores. We develop sales strategies and approach stores, but in the beginning, we did not have a database of which stores were already registered as Demaecan member stores. At that time, we developed our sales strategies based on gourmet information sites publicly available on the internet, and it was difficult to make detailed distinctions, such as whether a store was directly managed or a franchise, based solely on superficial data found on the web. Even when we developed sales strategies, the lack of detailed information meant we could not identify which prospects our sales team should truly be targeting, and we often experienced overlaps in sales efforts among staff, preventing us from conducting sales activities efficiently.

Due to these challenges, they mentioned that they once considered creating their own database in-house.

Li

Actually, we considered creating a store database based on the store information we already possessed and had entered into Salesforce. However, obtaining accurate corporate information to build a database requires sourcing from official institutions, and collecting the information one by one would take an enormous amount of time, so we considered using a third-party service.

Saito

I wanted to use a third-party service from the perspective of evaluating our sales strategy, as I believed it would require less man-hours and provide higher data accuracy.

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Deciding Factors for Implementation

We compared four companies based on their Salesforce integration track record and data reliability, ultimately selecting uSonar.

To build a store database, they consulted with multiple corporate data providers and narrowed their selection down to four companies for a final comparative review.

Li

While reviewing multiple services, we narrowed our selection to four companies and evaluated whether they met our specific needs. Specifically, we analyzed each based on five criteria: 1. Corporate Reliability, 2. Compatibility, 3. Future Potential, 4. Cost-Effectiveness, and 5. Feasibility. Among them, uSonar excelled in all five areas with a strong balance. Furthermore, given its extensive track record of integration with Salesforce, we determined it would contribute to promoting our internal digital transformation. With management approval, we decided to adopt uSonar.

They felt that uSonar's data could be utilized not only for sales strategies but also for other business developments.

Li

“Our company has a policy of expanding our retail business in addition to our sales strategy of increasing the number of member stores. I believed that the corporate data held by uSonar could be utilized for this purpose. The feeling that it would also help build a foundation for future business development was another deciding factor in our adoption of uSonar.”

During the implementation process, uSonar provided support for the launch by holding meetings on data utilization methods and providing relevant documentation.

Li

“Before implementation, uSonar provided us with materials explaining the significance of maintaining master data and the impact it has on a company, which deepened our understanding of data structure. By gaining a solid understanding of master data before implementation, I feel we were able to begin operations smoothly.”

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Achieved Results

Data Utilization Enables Precise Sales Strategies, Reducing Data Update Man-Hours by 60% and Saving Approximately 17 Million Yen Annually

By integrating uSonar with Salesforce, they report experiencing various benefits.

Li

“While it took time to review and optimize our internal data to integrate uSonar with Salesforce, the automated synchronization has ensured that information is kept up to date, leading to improved operational efficiency. Furthermore, the existing data review and correction tasks, which previously required a team of 10 people every month, can now be completed in less time with a team of four. In terms of annual man-hours, this represents a reduction equivalent to approximately 17 million yen, and we are truly feeling the impact of the implementation.”

They also report feeling a positive impact when developing sales strategies.

Saito

“We determine the responsible sales departments after formulating our sales strategies. Previously, we assigned departments based on internal sales volume, but now we also refer to uSonar data. We are now able to make decisions while verifying information such as the sales revenue and scale of prospective clients in advance, which has allowed us to optimize the allocation of sales departments. Furthermore, by being able to clarify new sales targets, which we call 'White Space,' we are now able to develop sales strategies more efficiently.”

With the increased precision of their sales strategies, they report that staff in the field have also expressed their satisfaction.

Saito

By clarifying store information, such as whether a location is company-owned or a franchise, and identifying the parent company, we have eliminated the issue of multiple departments inadvertently approaching the same operator for sales.

Furthermore, while we previously had to verify non-participating stores by area for each operator and then use that information to encourage other stores to join, the introduction of uSonar allows us to understand the relationship between stores and their operators, as well as identify which stores have not yet joined Demaecan. This enables us to make specific, proactive proposals to operators, such as asking, 'It appears that Store A and Store B have not yet joined Demaecan; would you be interested in doing so?' Our frontline staff have expressed their satisfaction, noting that our sales activities have become faster and more efficient.

In addition, departments outside of sales, such as General Affairs and Legal, have also been utilizing uSonar.

Li

“The General Affairs and Legal departments primarily use uSonar as a reference for anti-social force checks. Before the implementation, we could only process 80 checks per day, but now we can handle over 200, more than doubling our capacity. Furthermore, tasks that previously required purchasing online corporate registrations and performing checks on paper can now be completed entirely on-screen. This has led to a reduction in costs associated with obtaining corporate registrations and improved operational efficiency. Because we have access to the accurate data provided by uSonar, we intend to continue identifying further improvements to our business processes, such as streamlining our verification workflows.”

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Toward Further Challenges

uSonar Data Proves Effective for Expanding into Untapped Areas and Collaborating with Group Companies

They state that they are also eager to actively pursue the expansion of member stores in regional areas moving forward.

Hagino

“We have successfully secured franchise agreements with chain stores in regional areas that had previously been underserved, despite our repeated sales efforts. I believe the key to this success was our ability to analyze uSonar data to develop accurate sales strategies and allocate our sales resources appropriately. We look forward to continuing our efforts with a focus on further expanding our member stores in regional areas.”

In addition, departments outside of sales, such as General Affairs and Legal, have also been utilizing uSonar.

Saito

"We intend to actively manage leads that can be verified in Salesforce moving forward. By thoroughly managing our leads, we can develop more efficient sales strategies by utilizing uSonar. It is thanks to the implementation of uSonar that we have become able to consider such new developments."

They also report feeling the benefits in the exchange of information between group companies. It is being utilized for the coordination of merchant information with a major cashless payment service within the same group.

Hagino

"Since the cashless payment side also adopts LBC codes for database management, we are able to coordinate very smoothly. We expect to be able to share and utilize data across the entire group, and we have high expectations for future developments."

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*The service and feature names of our company are those at the time of the interview.

Article Publication Date: May 11, 2023

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