David Rosenthal: evaluation

Transcript context

…Yeah. Question number three then are the restaurants. At this point, how are they thinking about how much we can take from restaurants without them: (a) getting mad, or (b) having an unsustainable business. And then how little can we take and still have a business ourselves? That's a good question. I don't know, but I do think—as we'll get into this as we go along in the story—similar to Bezos and Amazon in their early days, one thing about DoorDash is they've been willing to fly very low to the ground, so to speak on this. Tony talks about this a lot. They're like, hey, by us improving our density and being able to do more, fulfill more orders more quickly, that improves the economics in the system. If we can give that back to consumers… They've definitely given it back to consumers. It's crazy that you pay $5, $6, $7 to get somebody to drive across the city and deliver food for you. We also give it back to restaurants that'll allow us to grow the market more or grow our share more. They figure all this out in the Palo Alto Delivery days. Then the school year is coming to an end. They apply to Y Combinator, they get in, and say, okay, we're going to go do this for real now. They ditched the Palo Alto Delivery name because it's hard to imagine that playing well in Wichita. By the way, do you know another famous example of someone that had to do this but took a little bit of a different track also in the restaurant space, also in the food delivery space?…

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