Phase 01 — Strategic Context
OKRs, North Star Metric, product vision, principles, competitors, segments and OST.
Main OKR
Objective
Validate that FoodFlow delivers a premium food delivery experience that consumers prefer over incumbents and that artisan restaurants adopt as their main channel in São Paulo
4 measurable Key Results | Weekly and monthly measurement
KR-01
Achieve a conversion rate (visitor-to-order) consistently above 8%
% of sessions with order / total unique sessions
0%8%
KR-02
Achieve repurchase rate above 25% (2+ orders in 30 days)
% consumers with 2+ orders in a rolling 30-day window
0%25%
KR-03
Achieve average ticket above R$ 45 per order
Total GMV / number of completed orders
R$ 0R$ 45
KR-04
Onboard 50+ active artisan restaurants in the first 3 months
Restaurants with at least 1 order/week
050
North Star Metric
North Star Metric
Completed Orders with Satisfaction per Week
Description: Number of orders successfully delivered (no cancellation and no open complaint) per active week.
Formula: Σ (orders with status ‘Delivered’ and no complaint ticket open within 48h) / week
MVP Target: 630 orders/week (90/day) in the first 3 months
Year 1 Target: 6,300 orders/week (900/day)
Input Metrics
- Conversion Rate (Visitor-to-Order): % of sessions resulting in an order. Target: > 8%
- Average Ticket per Order: GMV / orders. Target: > R$ 45
- 30-day Repurchase Rate: % consumers with 2+ orders in 30 days. Target: > 25%
- Time to First Order (Time-to-Value): Median time between first visit and order. Target: < 5 minutes
- Active Restaurants / Week: Restaurants with 1+ order in the last 7 days. Target: > 40 (MVP), > 200 (year 1)
- Consumer NPS: In-app survey after 3rd order. Target: > 40
5 Product Principles
Principle #1
Discovery above all
Every screen must help the consumer find what they want to eat in fewer steps. When in doubt between adding complexity or simplifying discovery, simplify. Trade-off: We prioritize discovery experience even if it means showing fewer restaurants per screen.
Principle #2
Checkout is sacred
From cart to confirmed order, zero distractions and zero surprises. Transparent prices, coupons that work, payment that flows. Trade-off: We prioritize speed and clarity in checkout even if it limits upsell options.
Principle #3
Partner restaurant, not a hostage
Restaurants must have real control over their presence: menu, prices, promotions, data. Transparent ranking, no mandatory ‘pay-to-play’. Trade-off: We prioritize transparency and restaurant control even if it reduces paid media revenue.
Principle #4
Design as competitive differentiator
The visual experience of FoodFlow must be memorable. Premium dark mode, elegant typography, smooth animations, photos that make you hungry. Trade-off: We invest more time in visual craft even if it delays deliveries.
Principle #5
Data for decisions, not for dashboards
Every metric we collect must inform a concrete decision — from the restaurant (adjust menu) or from the platform (improve recommendation). If a piece of data doesn’t generate action, we don’t show it. Trade-off: A few actionable indicators over complete panels.
Competitive Analysis
| Competitor | Market Share | Strengths | Gap for FoodFlow |
|---|---|---|---|
| iFood | ~80% | Largest base (350k restaurants), own logistics, Clube iFood, recommendation AI | Cluttered UI, opaque ranking, no real curation. Premium UX opportunity. |
| Rappi | ~7% | Super-app (food + grocery + pharmacy), Rappi Prime, strong in A/B | Focus dilution. FoodFlow can be a food specialist. |
| 99food | ~3% | 99/DiDi integration, competitive commissions, aggressive subsidies | Generic product, no premium identity. Validated space for challengers. |
| Keeta (ByteDance) | ~1% | Massive financial backing, TikTok potential, modern UX | New brand without trust. FoodFlow as local alternative with ecp-digital-bank ecosystem. |
Market Segments
C1 — Gastronomic Explorer
Consumer
JTBD: Discover new and interesting restaurants near me to experience varied gastronomic experiences.
C2 — Practical Regular
Consumer
JTBD: Repeat an order I know is good while spending the minimum amount of time.
C3 — Deal Hunter
Consumer
JTBD: Find real promotions and coupons to feel I'm getting a good deal.
R1 — Artisan Restaurant
Restaurant
JTBD: I want a platform that values the quality of my product without depending on paid media.
R2 — Dark Kitchen / Delivery-First
Restaurant
JTBD: I want detailed analytics and good exposure to optimize my menu and operations.
Opportunity Solution Tree (OST)
19 opportunities mapped in the opportunity tree, organized by Key Result. Types: pain, need, desire.
KR-01: Conversion > 8%
| # | Type | Opportunity |
|---|---|---|
| 1 | pain | Consumers feel decision fatigue when browsing long, generic catalogs — need curation that reduces cognitive effort |
| 2 | pain | Consumers abandon orders when checkout has unexpected steps or the final price surprises negatively |
| 3 | need | Relevant filters and categories that connect directly with what they want to eat at that moment |
| 4 | desire | Feel confident before ordering from a new restaurant — visual evidence of quality (photos, badges, ratings) |
| 5 | pain | Payment flow with many steps or complex authentication destroys conversion |
KR-02: Repurchase > 25%
| # | Type | Opportunity |
|---|---|---|
| 6 | need | Ultra-fast path to repeat previous orders without redoing the entire journey |
| 7 | pain | Absence of return incentive makes consumers go back to their usual app (iFood) |
| 8 | desire | Platform that “knows me” — preferences, favorites and history create personalized experience |
| 9 | need | Experience consistency — if first order was excellent but second failed, trust breaks |
| 10 | desire | Discover curated novelties — not just repeat, but expand gastronomic repertoire |
KR-03: Average Ticket > R$ 45
| # | Type | Opportunity |
|---|---|---|
| 11 | need | Confidence in quality to justify higher-value orders |
| 12 | desire | Build complete meals (starter + main + drink) intuitively |
| 13 | pain | Delivery fee makes small orders unviable — perception of “not worth ordering little” |
| 14 | need | Restaurants need to communicate value through photos, descriptions and badges that justify premium prices |
KR-04: 50 Active Restaurants
| # | Type | Opportunity |
|---|---|---|
| 15 | pain | Artisan restaurants invisible on platforms dominated by large chains and pay-to-play algorithms |
| 16 | need | Real autonomy to manage menu, prices and promotions without opaque rules |
| 17 | desire | Understand consumer behavior — which items sell most, peak hours, average ticket |
| 18 | pain | High commissions eroding margins, especially for artisan restaurants with high ingredient costs |
| 19 | need | Simple and fast onboarding — register, configure delivery and start receiving orders without bureaucracy |
Assumptions Map
7 assumptions mapped: 3 high risk, 3 medium risk, 1 low risk.
A1 — High Risk — Type: Value
Urban consumers 22-40 in SP are willing to migrate from iFood if the discovery experience is significantly better
How to test: Landing page + waitlist + closed beta with 200 early adopters
A2 — High Risk — Type: Business Viability
Artisan restaurants will accept onboarding on a new platform without guaranteed initial volume
How to test: Interviews with 30 owners + 0% commission in first 3 months + assisted onboarding
A5 — High Risk — Type: Viability
It is possible to achieve critical mass (50+ restaurants and consumer flow) in the first 3 months in target neighborhoods of SP
How to test: Map density of artisan restaurants in Pinheiros, Vila Madalena, Itaim, Moema
Market Sizing
R$ 75bi
TAM — Food Delivery Brazil
R$ 12bi
SAM — Digital SP
R$ 18mi
SOM — Premium Niche SP
Brazil is the 4th largest delivery market in the world. São Paulo concentrates ~16% of the national market. SOM based on 50-80 restaurants, average ticket R$ 55, 900 orders/day after ramp-up.