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Podcast: How Restaurants and Retail Businesses Can Increase Revenue with $5 a Day

Vladimir Edelman
Apr 24, 2020 11:41:30 AM

About the Podcast:
Targetable CEO Vlad Edelman says a stronger, nimbler, more tech-savvy breed of restaurateurs will emerge from the COVID-19 crisis into a business climate in which trends that were already underway – trends like ghost kitchens, greater demand for delivery and curbside services, and the need to leverage available technologies for local ad targeting and brand development.

cover art for How Restaurants and Retail Businesses Can Increase Revenue 12% NOW with $5 a Day

Summary of the Conversation:
The CEO of the world’s leading platform for local restaurant marketing says the pain of the current COVID-19-related lockdowns that have shuttered restaurants and other small businesses in the United States and beyond are a crucible from which a stronger, nimbler, more tech-savvy breed of restaurateurs will emerge. 

Speaking on the Garlic Marketing Show Podcast, Edelman, CEO and co-founder of Targetable, says the need to stay abreast of technology will be one of the major lessons for the industry coming out of the coronavirus crisis. 

“I don't think that this whole crisis is creating any new trends as much as it's accelerating -tremendously - trends that are already underway,” said Edelman, whose company, Targetable, has developed the industry's first automated restaurant marketing platform. In light of the COVID-19 crisis, Targetable has extended emergency support consisting of two free months of access to the platform for any retail business in need

Edelman, a serial entrepreneur with three decades of experience in the restaurant, media and advertising space, says trends that were evident before the outbreak will be emphasized and accelerated post-crisis. Businesses that survive the crisis will emerge and begin to ramp up again - but they won't be the same businesses they were pre-crisis. They will be stronger, more flexible, and more nimble, and they will form the foundation of a new era in how restaurants are managed and run.  

“[Trends] like ghost restaurants and ghost kitchens; like fully virtualized delivery services and multi-product delivery services; [trends] that have obviously represented the future, but have been slow to grow because of adoption or because of entrenched models — that’s all been blown up,” Edelman said. “So the types of businesses that are going to survive this and are going to thrive are going to be really fascinating. [The survivors] are going to be ones that embrace technology, that are going to embrace flexibility and operating model flexibility.”

He said he regrets that not all those who had the guts to start a restaurant – a business where it’s notoriously difficult to succeed – will come out the other end. But he believes those who do will share certain characteristics. “They'll be able to deliver your food, as easily as serve it to you on a table, as easily as let you pick it up, and it'll never differ in quality and never be more or less expensive,” he said. “It's always going to be consistent and excellent. They're going to figure out how to manage their staff in a way that's much more economical, because I think that's something that's been really shed light on, which is how insane the staffing model of restaurants really is and how expensive it is and how rigid it is. So that's really it. I think that restaurants, like a lot of businesses, are going to come out stronger for this. 

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Here’s a full transcript of Vlad’s conversation with Ian Garlic:

Ian Garlic [IG]: Welcome to the Garlic Marketing Show, Ian Garlic here and today we're really talking social media, automating it, what's working, what's not with the CEO and founder of an awesome company called Targetable. Vlad, thank you so much for being on the show. 

Vlad Edelman [VE]: Thank you for having me. Great to be here. 

IG: Yeah. This is being recorded in the middle of the crisis and he's supporting restaurants so I really want to get that out right before we get inside his awesome background, but they're giving away two months free to all the restaurants using their software. So I think that is amazing. Thank you for doing that. 

VE: It’s all businesses, and we are primarily focused on restaurants today. But any retail business could use the platform. 

IG: All right. Any retail business. That's great. That's really good to know. That's a huge right now for any retail business. This is the time and everything is going to shift more to digital. It is the time to get in front of people. It's going to move up. So tell me a little bit about your background before we get into what's working, how much to spend and more of the specifics. 

VE: Sure. So I was born in Russia. Is that too far back? 

IG: No, it's fine.

VE: I grew up in Washington Heights in New York before it was hip, back when we just invented crack, that was pretty much our calling card. But in terms relative to this, my background is primarily in media and marketing. I’ve spent a lot of my career doing fun stuff on the digital side of large media companies. I ran CBS.com for a couple of years. I built ESPN’s mobile business from scratch. I was their first wireless employee and built that until a quarter billion-dollar business inside a couple of years. And then I spent the other half of my career kind of on the dark side, which was the media and marketing side of big brands in agency land. And so when I left ESPN, I actually wound up running one of the first text messaging platform companies in the space called Soapbox and quickly realized something that would be a theme kind of for the rest of my career after that, which is that clients and consumers in general don't buy technology just for the sake of technology. You really have to give them the use case. You need to give them the reason to want text messaging in this case. So I wound up essentially building an ad agency on top of this technology platform in order to rationalize and show customers how to use it. Long story short there, I turned this company around and sold it to Interpublic Group eventually and started a joint venture called Ansible, which today is still one of the largest mobile ad agencies in the world. 

Did something similar for WPP after that with a company called Icon and then eventually settled into more of what I'm doing today, which is really focusing on retail technology. And having spent the first 20 years of my career steadily watching and helping the physical world become more virtualized, I'm now sitting on the other side of it and trying to figure out, okay, how do we how do we bring the virtual world into the existing physical world more effectively? And so I’ll get into more of what Targetable is. 

My last 10 years were spent doing things like developing table-side ordering tablets for the restaurant industry when I was at BuzzTime deploying sixty thousands of those units and spending ungodly amounts of hours in kitchens and dining rooms and bars and everything else, trying to figure out, “Holy crap, how am I going to run cable or how am I going to put a complex and sensitive piece of technology into this wet, ranch sourced beer laden place that it really is?” If there's an environment that says, “Danger, keep out for technology,” it's bars or the backs of restaurants. I learned a lot about how to deploy retail tech and I learned a lot about the tools that a lot of retail technology was not delivering on and that the customer really needed. And so that's where Targetable came from. 

IG: Awesome. And briefly describe how the platform works. 

VE: So the platform is pretty unique in that it benefits from the fact that we worked as a product development agency for the first four years of our life, which was a pretty unique way to get into being a SaaS platform company. This is my fourth startup and what I tried to do is at the very least not make the same exact mistakes I've made in others, and try to make new mistakes. And in doing that I decided that early on I wasn't going to take investment dollars and go off into a garage somewhere and then yank the cover off my hybrid “Car-Boat-Plane” and watch everybody's face fall because I didn't listen to the market and didn't take the time to really figure out with them what they use case was. And so what I decided is, hey, I'm just going to start building solutions. I'm going to try to force myself to build the kind of things that customers are buying, because that's the only way that I would eat. And so I grew this company organically for the first four years of its life, from 0 to 2 million in billings just going around and helping big retail companies like Buffalo Wild Wings, like Westfield Malls, like MGM Resorts, Sketchers shoes, all of these companies just trying to help them solve the most vexing and the most immediate problems they were having. 

The thing that kept resurfacing was this inability of large distributed chains or physical stores in general to be able to use real time data and the data that helps inform marketing about who they are because of their physical location and how highly relevant that is to be doing effective marketing. None of the tools developed for the digital ecosystem or for digital and mobile and e-commerce businesses are really designed with that in mind. That is probably the single most important component of marketing a physical business is the fact that it is in the physical world, the fact that it has powers, that it's open and days of the week where it's relevant and all these things around it and weather and traffic and houses of worship and stadiums and people driving by and all these things are incredibly relevant. Yet there's no tool out there that helps contextualize advertising with that data in mind, and so having solved that with lots of different tactics for our customers for four years, we stopped at the end of 2018, beginning of 2019, and decided we've built a successful agency, but that's what we set out to do. We set out to build a SaaS platform. So why don't we take all this intelligence, look at the thousands of campaigns that we've run, see what worked, see how our customers used it, and why don't we try to build a platform that does what our agency does in a much bigger, much more automated way. And so what Targetable is by the end of the spiel here, and what we launched last November, is a completely virtualized ad agency. The platform, within 90 seconds of engaging with a customer and getting your Facebook credentials, it's built out of rich data profile that includes every shred of digital information about you from the digital ecosystem that it's collated; it includes all the data that's relevant to you because of your location, so weather feeds and traffic feeds and demographics, psychographics, all of that stuff; and it is already within 90 seconds creating fully formatted ads for Facebook and Instagram that are ready to be published straight out of the platform, that are ready to be optimized and that have all of the benefit of that data already infused into the ad and part of the creative and part of the media-buying strategy that the system generates. And so that's Targetable.

IG: Nice! You know, we talked about it beforehand, but a lot of people focus and think that ads don't work or that they shouldn't be spending money on digital advertising, it should just be organic Facebook posts or organic-

VE: Ads don't work. That's why there's so many of them. 

IG: Yeah, I know. I agree with you completely. I think one of the biggest mistakes — I came over as CEO background and it was just completely focusing on SEO and not using ads to harness it and to work with it. Why is it so important that retail restaurants be doing actual digital advertising? 

VE: It’s the famous John Wanamaker quote, ‘I know half my ads don't work, I just don’t know which half.’ You know, the problem with advertising is twofold. One is there's a little bit of a black magic around it. While most people don't look at what a doctor does or what a lawyer does or what any specialist does and say, “Yeah, I could do that, I would absolutely zero education and understanding or knowledge about it, I'm pretty sure I could just go out there and start doing that at a pretty high quality level.” That's what people think about marketing. There's a level of dismissiveness and a level of assumption with everyday people that I've run into for the course of my going on 25-year career here that not only do they not understand the power of marketing, they don't even understand what marketing really is. When you don't understand it, it's very easy to assume that you could do it really well. The problem is that that the industry really hasn't helped, which is that while there is no there is no assumption on the part of the ecosystem that if you own a pizzeria in the corner of a Chicago street, you should also know how to code your own website, and be able to launch your own e-commerce sites. There is this assumption that you should be able to sit down and with pretty sure educational curve, be able to use Facebook’s ad management platform or Google's AdWords system and buy your own digital ads. Why? It's a very complex thing to do. It is very difficult to do well. And the reality, though, is that when it works, it works like gangbusters. And it works like gangbusters because, to give you an example, a lot of people think that it takes a lot of money to have good marketing or real marketing is the Apple big brand campaign of running with a hammer and breaking the Orwellian screen, when the reality is $30 spent the right way on local digital media will drive material difference in your business every single day. So $5 spent a single day. 

We have customers where they're spending between 30 and 40 bucks per week driving 10, 11, 12 percent increases in total gross revenue on a month to month level for a restaurant that is running on thin, thin margins of 15 or 20 percent at let’s say a million bucks for the year. That is a really material impact. We've got campaigns running for customers that result instantaneously in 20, 30, 40 reservations the next day or the day after. Marketing works. 

The problem is you have to do it correctly and you have to do it continuously the right way. And that's the biggest mistake that our customers make before they get to us, which is they work for so long and they struggle for so much to get an ad made that once they've made that one ad, they don't want to make another one. And they don't want to have to figure out the media strategy. And they don't have to think about the fact that to be successful, you have to do it over and over and over again every single day. And you have to do the right thing all the time, every day. And that's work. The problem with our customers is not the fact that they're not creative or that marketing is so complicated that nobody can understand it — they can. It's that marketing is actually really hard work, and either you have to spend the money and hire the right people to do it, which is expensive, or you have to use a tool like ours that just does it for you automatically because robots are better at media buying than humans. There's no shortcut. When you take those shortcuts is when you realize that marketing really does work and that you really can lose business because you don't know what you're doing. 

IG: Yeah. You nailed it on the head. It's definitely work and education and testing stuff out and having a passion for it. It's funny, you're right, because people think, oh, I can do that until they realize, oh, it is really hard to do it right. 

VE: Look, I can I can do brain surgery, but I can't do it right. Give me a scalpel. I'll get in there. I just know from trying really hard and reading a lot of newsletters that I can probably get this done for you. 

IG: Yes. And I have an iPhone so I can make super high-quality videos, you know? On the flip side, too, the problem is that there's such a lack of a barrier to entry that there's a lot of people just flying into the agency spacing, “Oh, I can use Facebook ad managers so I can run your ads for you and then people get burnt as well. Which I love that-

VE: Sorry to interrupt you. “I successfully ran a couple of campaigns for my business, so that means that I should be able to do it for yours or it just means that I should be really judgmental because I think you should be able to do it as well, just because I have figured out how to do this one time.” Show me the restauranteur who is a brilliant digital marketer and does it perfectly every single day and I'll show you a restaurateur who isn't running his restaurants. There's no way that you're doing both exceptionally well at the same time. Not personally.

IG: So let's talk a little bit about right now. We’re in the middle of lockdowns. Obviously, these businesses are suffering. They've had a shift. What are the keys to being able to shift and be nimble in your marketing in times like this? 

VE: Well, there's a couple of super relevant things that I think are important to cover here, and part of it is on the purely operational side — by the way, before we even get into marketing. I can't tell you how many emails and text messages and other ways of communicating with me I've received from restaurants that are blurry photos of their menu being flipped with a hand in the middle saying, “Hey, order from us.” It's easy to ridicule those and I do understand and we talk every single day to people who are panicked or who are desperate, whose businesses have been shuttered for weeks now, who are not getting any cash flow, who don't know how they're going to survive this. I have a lot of feelings for the fact that, yeah, they didn't know how to do marketing before and they certainly didn't figure out how to do it now, in the middle of a pandemic which is now crisis marketing. It was hard enough before. And so they're resorting to the tools that they have and just kind of trying to bully their way through it. 

But, boy, if there was ever a time to be clear, if there was ever a time to be succinct and to the point and know what you're doing, it's now because the guys who are taking photos of their menu and just sending it to a customer are saying a couple of things. One is I don't know, and I’m not sure what I even want to sell you. I don't respect you enough to even bother designing something for the unique thing that's happening around us. What I would say before you even get into marketing is take a look at your business really close and make sure that you are not using your regular menu anymore and that you are narrowing down to the four or five things that are super shelf stable, that are easy to make, that are great for curbside and pick-up and delivery, and make a really simple to go menu that you can distribute in digital formats and that's easy to for people to read and legible Make sure it's on every single piece of your digital ecosystem. By the way, if you've been kicking the can on your digital persona stuff, if you've been kicking the can on Google for business and your Map ID page and your Facebook presence and everything else that you've kind of left to be kind of so-so because you didn't really think anybody was looking, this is the end of that. Because everybody is looking. The only place where people are finding you right now is online, not on billboards because none of us are driving. We're sitting in our cooped-up houses with our kids. Not that I'm complaining. I love them. Because there's a thing such as too much love. 

So, fix all of that stuff. And it doesn't take a lot. It doesn't take a lot to go and make sure that the right information is in Google my business and not the address to some warehouse that sells mannequins instead of your place. The second piece is clarity and simplicity are going to be really critical. And consistency and frequency are what you're going to be looking for. So don't overbuy the geographic area just because you're going to find an audience that you think is going to love your restaurant or your product or anything that you're talking about for retail, the fact that they're 70 miles away that should immediately discount them as somebody that you're going to be sending advertising to, because they're never going to drive all the way to your restaurant to pick up any food. Right. And that's a really simplistic thing. That's a mistake that a lot of our customers make where they look for lookalike audiences and things like that then they find them so far away and they still buy them. And we ask them, well, why did you buy this? This is just a waste of money. “But they're perfect for us.” That phrase, “They're perfect for us” is the bane of our existence. Because perfect doesn't mean that they're actually your customer. It just means that they meet the criteria. But if they don't meet the simple criteria of geographic reach, then it doesn't matter how many other criteria they meet because they're not going to come to your place. 

So those are the building blocks, the simplicity, the revision of all of the digital properties to make sure that everything is current and accurate. What’s interesting (this isn't my phrase, so I won't take credit for it), but one restauranteur put it to me this way, which is the price of risk has never been cheaper. So you may have put off using Door Dash and UberEATS and everything else because they're expensive and they take a big chunk out of your revenue and all this other stuff. Well, guess what? Most of them are zero rating their delivery charges right now. They're all competing for your business. They're all on fire in terms of the amount of business they're doing because everybody's ordering. Experiment now. Take the time to test stuff. If you wanted to test a new concept, if you wanted to try a new dish, if you wanted to try one of these services or try a different digital service, try it today because it's never been cheaper, risk-wise. What do you have to lose? Well, people are confused right now anyway and there's so much mayhem and anarchy and chaos going on. Try a lot of different things because as you go back to business and things go back to normal, that cost of risk and the intelligence and data you're going to take with you from this time is going to be invaluable. And it can either be stuff that expires the moment you do it or it could be lessons and data that you can then use for years to come. 

IG: Yes. And so let's talk about years to come, because 25 years of experience and I'm assuming from the timeline that you were in New York City during September 11th — what do you see coming out on the other side of this? Because we're in the middle of a monumental shift, and you have to kind of take some bets right now. What would you be betting on how things are going to shift and what people should be doing right now to setup for the next stage? 

VE: Yeah, so unfortunately, I actually watched the towers fall and that was quite… yeah. It's interesting because during that time, I remember quite clearly that, in the days after, we were told to go out and to spend and not let the terrorists and terror win. That's not what is being said today. Today, we’re saying stay indoors and don't go to stores and don't go to restaurants and don't risk your life and people's lives. Here's what's the sad truth, which is I think that out of the seven hundred thousand or so restaurants in the US, a lot won't survive this because a lot were already kind of teetering on the edge. Restaurants in particular are a labor of love for a lot of people. They're not great businesses to run. They're really hard businesses to run, and you have to be good at a lot of things. You have a very, very small margin of error for things that you don't know how to do, the things that can go wrong. Unfortunately, that means that most don't have a lot of questions and can't really afford this. So out of those seven hundred thousand, I'd be surprised if probably a six-figure amount of them never made it to the to the end of this or never reopened. 

I think that the ones that will reopen and the ones that will make it are going to be a new breed. You know, they're going to be nimbler, going to be much faster reacting, and they're going to be much more flexible. I don't think that this whole crisis is creating any new trends as much as it's accelerating tremendously trends that are already underway. You know, things like ghost restaurants and ghost kitchens; things like fully virtualized delivery services and multi-pronged delivery services, things that have been obviously the future, but have been slow to grow because of adoption or because of the kind of entrenched models — that’s all been blown up. So the types of businesses that are going to survive this and are going to thrive are going to be really fascinating, because I think they're the ones that are going to embrace technology, that are going to embrace flexibility and operating model flexibility. They'll be able to deliver your food as easily and serve it to you on a table as easily as let you pick it up and it's never gonna be different quality and it's never going to be more or less expensive. It's always going to be consistent and excellent. They're going to figure out how to manage their staff in a way that's much more economical, because I think that's something that's been really shed light on, which is how insane the staffing model of restaurants really is and how expensive it is and how rigid it is. So that's really it. I think that restaurants, like a lot of businesses, are going to come out stronger for this. 

IG: Yeah. The ones that survive will. You're so right. It's one of the things I was looking at — can there be another pub or another brewery? They're popping up all over the place. Something's gonna happen because there's just too many of them. 

VE: I keep saying this is a great time to really understand what consumer goods nobody really wants. Because you only have to go to a grocery store to see that cream of bacon broccoli soup that's the only thing that left on the shelf because everybody was hoarding their chicken noodle stuff. It's really hard to hide now if you're a crappy product because you go into a store and it’s scented toilet paper and everything else is sold out. 

IG: You know, it's funny you say that. I was in North Carolina in the mountains when everything started to happen. We went to the grocery store to stock up and be careful. I went and walked through. The only things that the store was out of was toilet paper, obviously ground beef and Vienna sausages. That's really very interesting. There was a run on Vienna sausages. 

VE: Do you see a problem with that? Do you have a problem with the sausages? I have a problem with people who have a problem with Vienna sausages. Well, I got to be honest with you, if you’re going to be stocking up on Vienna sausages, you might as well be stocking up on toilet paper. 

IG: I was thinking the exact same thing. This is great information. If you were to tell someone right now, sign up for it. What would be the thing you do right now? And what would be the one thing that restaurants would do and retail establishments would do here for the next six months? 

VE: Well, man, many things. One of the most common mistakes that we see is the absolute amount of money that is being spent on marketing. But it's also the frequency and the consistency with which it's being spent. Marketing is not about that big one-time Super Bowl ad that's going to land you all the business. That's one percent of the marketing world. That's 1 percent of the budgets that are spent. Literally, that is 1 percent. The rest is the day in and day out bringing home the bacon advertising that's transactional. That's digital. That's two for one. Kids eat free family night. It's the everyday marketing that that is that permeates the entire marketing ecosphere and it's what consumers actually respond to. And by the way, they do respond to it, or we wouldn't still be advertising $2.99 instead of $3.00. Every time somebody looks at that and says does that still even work? Does everybody think we're that stupid? Yes, we're that stupid. Yes, it does work. Studies after studies of people show them consistently hitting the $2.99 button instead of the $3 button because of the perceived value, because of the perceived savings. Because if you think that you are too smart for advertising, the reality is, marketing is not too smart for you, you’re just not realizing you're being marketed to. The reality is our customers don't spend enough money and when they do spend enough money, they don't do it consistently enough. 

What they should really be doing is looking at their business, looking at the top line of their business and thinking that the rule of thumb is really you should be spending at least 3 percent of your top line revenue on advertising and marketing to begin with, particularly transactional. And you should be spending at least half of that 1.5% on digital local market. If you look at those numbers and take into account a business that's, let's say, making a million bucks a year (just for the sake of round numbers), what does that average out to? It averages out just about a thousand bucks a month in digital advertising. Now, if I asked you how many businesses you knew that consistently spent a thousand dollars a month on digital advertising, month in and month out of 10 million-dollar businesses, how many do you think would say, yes, they do that? 

IG: 20 percent?

VE: Barely. The reality is that's the bare minimum. Successful customers that we have and successful businesses spend closer to 5 percent and closer to 2.5% on the digital side. It's not a lot. It's not a lot to ask a million dollar a year business operating you know, 20-25% net margins to spend 1.5% of their overall budget on digital advertising. Some of the easiest to attribute marketing on the planet. And so the ones who are going to succeed are the ones who are fully going to understand that that marketing is not a parlor trick and it's not a surprise and it's not a reveal. It's a process. It's the expertise. It's a craft and it's something that needs to be done consistently and at the right level to produce results. So if you don't spend enough on marketing and you don't do it often enough, don't be surprised that marketing doesn't work for you. You’re not working and you're not actually doing it the way it's supposed to be done. 

IG: On a side note, I think you're dead on. But right now and probably for the next few months, that 5 percent is going to be the equivalent of spending 20 percent because people are spending less and you have more eyes on it than ever before. Our ad costs just went through the floor and the results went through the roof. Now, are we gaining as high of a conversion on the back end? No, but we're acquiring potential customers at a tenth of the cost that we were prior to this. It's funny I’m talking about this because it's like investing in the stock market. People are all looking the stock market saying, “When should I buy?” and I’m like you should be investing your money in your business! 

VE: Right now, by the way, you have to buy when it's probably least comfortable to buy. People don't understand. Nothing comes free. You’re either you're either paying in risk or you're paying in anxiety or you're paying in dollars, but you're always paying. So if you want to win, then you're gonna have to do one of those things. If you want to buy cheap and win on the stock market, well, buddy, today's the day because the market is going absolutely bananas up and down. So grab one of those down cycles and buy away, but know that there's risk involved because the whole earth might succumb to a pandemic in the next month. But who cares? Because the market is gonna be the last thing you're gonna be worried about. 

But to get back to your point, when I said that risk has never been cheaper, that’s true; audience share has never been cheaper either. You're right. If you want to experiment with messaging, if you want to experiment with a new format, if you want to experiment with a new give away, with loyalty, with registering people, grab them now because they are so, so affordable. That is not something that's going to happen again anytime soon. I have never seen the kinds of rates that we're seeing right now. You know what? We've got customers where right now we're growing at 4x 5x our typical growth from before pre-COVID or pre-quarantine because customers are realizing that. Some of the bigger chains in the restaurant world, whether it's Carls Junior or Pieology or Nathan's Famous. Nathan’s is a great example: We just concluded a couple of big pieces of work for them delivering 10x the region quality of the audience that they would get on their circulars or traditional advertising. If you're buying ValPack or you're buying radio or you're buying traditional cardboard media or mailers, please stop, please. It's just flushing money down the toilet. Nobody reacts to ValPack. Nobody reacts to traditional cardboard media anymore. Take every single dollar that you're flushing down the toilet there and put it into Facebook, put it into Instagram, put it into Google, put it somewhere where it's actually going to do some work and some good where you're going to be investing in your own brand's future as opposed to just shotgunning money across a whole bunch of different media hoping something sticks. 

IG: Yes. Such good advice. 

VE: I’m usually not this strident, but it's hard to watch people just waste money. It's hard for me. 

IG: For me it's harder to see them waste opportunity. Everyone's freaking out and I'm so excited for businesses. You have such an opportunity because when there are shifts is the biggest opportunity and you'll never see it again, never see it again. Virtual is going to go through the roof. People that never bought online, never done UberEATS, never done any of this stuff. Now, it's a part of their habit and it's not going to go away. 

VE: It's wonderful. And you know what that means? That means more competition. And you know what that means? That means cheaper rate. That means not 30 percent from DoorDash and UberEATS. But maybe there's gonna be more competition and more consumers and that means you're gonna only have to give away 10 percent of your top line. But the reality is somebody is putting in that infrastructure and putting in those drivers and spending the money to build those companies to deliver your food. So, yes, it costs 20 or 30 percent of your current check because it's expensive to do that. If you’re a customer and you’re complaining about the fact that you're paying 30 percent more because you're getting your food delivered to you, you're getting your food delivered to you. That is a luxury that you have to pay for. I have very little patience for a lot of the criticism that some of these newer technologies get in the early stages because innovation and comfort and things like that, they don't come free. Somebody had to build the infrastructure for UberEATS and DoorDash for you to be able to sit on your couch in your boxers and order a three-course gourmet meal from a French restaurant. 

IG: Yeah, and if you're not paying for it in dollars, you're paying for it in your data. So don't complain there either. 

VE: Yeah. My second gripe is everybody who complains about Facebook data; last I checked, Facebook was still free… that gargantuan infrastructure —you think you're paying for it? No, you’re just complaining about it. 

IG: Well, I think that's a whole another show, but-

VE: That’s a two old men griping about technology show… I’m sorry, we’re on the younger side!

IG: Well Vlad, we’ll definitely have to have you back after things have shifted again. But thank you so much for being on the show. This has been fantastic. Make sure to check out the website. If you're listening to this during the middle of the crisis, for next two months targetable.com is free to sign up and it could definitely help your restaurant. Get on there. Get going. Vlad, thank you so much for being on the show. 

VE: Thank you. And this was such a blast. And by the way, after two months, we're still pretty cheap at $149 a month. So check us out after two months, we'll still be there. 

IG: Awesome. Yeah. Those numbers are good. You know, you can't beat those numbers. Thank you. Thank you so much. And thank you all for taking Vlad and I on your journey. This has been Ian Garlic and the Garlic Marketing Show. 

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