Invisible helps a delivery marketplace onboard 300K restaurants.
Matched existing BPOs for efficacy in 10 days and became partner-of-choice to open new markets & new lines of business.
Matched existing BPOs for efficacy in 10 days and became partner-of-choice to open new markets & new lines of business.
When demand doubled during the pandemic, a food delivery giant that you might have ordered dinner from last night needed a better way to onboard restaurants in more than 4,000 locations.
The delivery company needed to scale extremely rapidly starting in March 2020 as the pandemic closed down large portions of in-person dining and consumer demand food delivery skyrocketed. Their need - structuring menus at a staggering pace.
Restaurants design their menus in myriad ways—beautiful three-page folios, pdfs, pictures, even QR codes that lead to unique online menus—but consumers expect menus from every restaurant to be structured in the same way.
That’s where Invisible comes in.
Invisible sat down with their operations team and mapped their restaurant onboarding process.
In parallel, Invisible built 2 pieces of technology:
When these two tools were fully implemented, Invisible was operating at double the efficacy of existing vendors and it was able to cut costs by 50% within 3 months of the engagement.
How did Invisible deliver such a remarkable impact? Invisible's unique mix of process optimization, workforce management, and custom automation abilities created immediate impact and long-term value for the client.
Engagements begin by mapping business process requirements. Invisible understood these, established business processes, and organized a cohesive team to meet the performance of existing vendors within 10 days. This relied on a scalable hiring and training structure as well as our core operating model: The Digital Assembly Line.
Between these ways of working Invisible was ultimately able to match and then double the output of existing vendors within 30 days while beating SLAs, before applying the power of technology (beyond coordination).
Invisible built two proprietary technologies to increase the efficacy of these processes, which we now understood well. The first was Magic Wand - this is a unique OCR technology built to read menus of various formats and spit them out into a structure that allows people to make decisions about those menus.
The second technology we built is called Flow. Like the digital assembly line, this is a workforce management platform; however, Flow is built for scale and parallel processing. This meant that many agents could work on similar problems at once. More than that, Flow ensures that clients do not need to buy platform licenses or create seats for each individual agent to access a system. One client was able to save over $100k/year in Salesforce license costs.
When these two tools were fully implemented, Invisible was operating at double the efficacy of existing vendors and it was able to cut costs by 50% within 3 months of the engagement. The client fired several existing vendors as a result.
With output high and price low, Invisible turned its focus to quality assurance. Here, we built air-tight processes used to manage our own team and (eventually) processes that we applied to other vendor outputs.
With this combination of people, process, and technology, Invisible was able to scale menu normalization without loss of quality, leading to a valuable partnership. Here’s how humans and machines work together to achieve exceptional outcomes:
Building on the remarkable success of our first collaboration, today Invisible runs 25 different processes for 5 teams across 4 different continents and serves as a strategic partner in opening both new markets and new lines of business.
We can help run delivery processes or apply these same capabilities in data transformation, platform management, and operations to your business.
Invisible sat down with their operations team and mapped their restaurant onboarding process.
In parallel, Invisible built 2 pieces of technology:
When these two tools were fully implemented, Invisible was operating at double the efficacy of existing vendors and it was able to cut costs by 50% within 3 months of the engagement.
How did Invisible deliver such remarkable impact?
Existing vendors were not designed to structure menus at scale, with quality.
Invisible's unique mix of process optimization, workforce management, and custom automation abilities created immediate impact and long term value for the client.
Engagements begin by mapping business process requirements. Invisible understood these, established business processes, and organized a cohesive team to meet the performance of existing vendors within 10 days. This relied on a scalable hiring and training structure as well as our core operating model, the digital assembly line.
Between these ways of working Invisible was ultimately able to match and then double the output of existing vendors within 30 days while beating SLAs, before applying the power of technology (beyond coordination).
Invisible built two proprietary technologies to increase the efficacy of these processes, which we now understood well. The first was Magic Wand - this is a unique OCR technology built to read menus of various formats and spit them out into a structure that allows people to make decisions about those menus.
The second technology we built is called Flow. Like the digital assembly line, this is a workforce management platform; however, Flow is built for scale and parallel processing. This meant that many agents could work on similar problems at once. More than that, Flow ensures that client do not need to buy platform licenses or create seats for each individual agent to access a system. One client was able to save over $100k/year in Salesforce licenses costs.
When these two tools were fully implemented, Invisible was operating at double the efficacy of existing vendors and it was able to cut costs by 50% within 3 months of the engagement. The client fired several existing vendors as a result.
With output high and price low, Invisible turned its focus to quality assurance. Here, we built air-tight processes used to manage our own team and (eventually) processes that we applied to other vendor outputs.
With this combination of people, process, and technology, Invisible was able to scale menu normalization without loss of quality, leading to a valuable partnership. Here’s how humans and machines work together to achieve exceptional outcomes:
Building on the remarkable success of our first collaboration, today Invisible runs 25 different processes for 5 teams across 4 different continents and serve as a strategic partner in opening both new markets and new lines of business.
