Delivery marketing in Berlin: Lieferando first, Uber Eats next

Lieferando comes first when it is the storefront that already carries your order history, your reviews and your existing traffic. Fixing a page people already land on compounds faster than opening one from zero: the kitchen knows how to work it, the review history is already there, and every improvement lands on customers who are looking at you today. That is where we start — not because a second storefront does not matter, but because the sequence decides how fast the work pays for itself.

Platform ranking rewards storefronts that convert the people who already see them. A menu rebuild — real dish photos, descriptions that sell, item sequence, category structure, combos — raises the share of visitors who actually order, and that conversion signal feeds back into how often you get shown. Across the Dutch storefronts we manage, menu conversion has doubled after a rebuild and basket size rose 38%. Platform-reported benchmarks put real dish photos at up to 20% more clicks and up to 32% more orders.

Uber Eats is the growth lever — opened after the Lieferando storefront has been rebuilt and measured, not alongside it. A page that has already been rebuilt hands you a tested menu, tested photography and a promotion pattern that converts, and that work ports across. What does not port is the ad plan: the two platforms surface storefronts differently and reward different behaviour, so each gets its own budget, its own pacing and its own baseline.

In Germany we work across two storefronts: Lieferando and Uber Eats. That is a genuinely different problem from a single-platform market, where every unit of ad budget has one destination and your only real risk is concentration. Here you have a sequencing decision instead, and it tends to go wrong in one of two ways — the second storefront is ignored completely, or budget is split evenly across both and starves the one that was working. Some locations we manage have grown 200%+. A second storefront run on its own plan is where that headroom tends to sit in our approach.

Four things: the menu that decides whether a visitor orders, the weekly promotion plan, the ad budget and how it is paced, and the reporting that tells you whether any of it worked. What an agency should not do is move your prices or launch offers behind your back.

Approval is per storefront, not per idea. A buy-one-get-one you approve on Lieferando is not mirrored onto Uber Eats — the two surface promotions differently, so each one gets its own margin check and its own yes from you. That matters when the same dish behaves differently on the two pages: an offer that works on the item Lieferando customers already order can quietly destroy the margin on the one Uber Eats happens to push. Every recommendation reaches you with the platform named, the items named and the expected effect stated up front, and anything you reject simply never runs. Platform-reported benchmarks put BOGO at roughly 39% more order volume and 25% higher order value — exactly the kind of mechanic that deserves two separate decisions rather than one.

We measure net payout — what reaches your bank account after commission, promotion cost and ad spend — per platform, against your baseline from before we started. Separate baselines matter more here than in a one-platform market: without them you cannot tell whether an Uber Eats storefront is adding orders or just relocating the ones Lieferando was already producing. Our pricing is performance-based against that same baseline.

Across 60+ active partners, orders grow 40% on average over six months, no partner has grown less than 30%, and ad returns reach up to 14x ROAS. Those partners are in the Netherlands, and we are not going to dress them up as a Berlin track record. What we bring to Berlin is the method and the platform mechanics, applied to your storefronts with your approval at every step.