In London, your delivery radius is a marketing decision

Because you can trade on Uber Eats, Just Eat and Deliveroo at the same time, and each one is a separate storefront with its own ranking, its own ad auction and its own promotion rules. The coverage is a genuine advantage: three shopfronts, three sets of browsers, three chances to be found on a Friday night. The cost is that every piece of work multiplies while your kitchen stays exactly the same size.

In a city this spread out, the multiplication happens on the map as well. How far a storefront reaches depends on the platform, on whether your drivers or the platform's couriers deliver, and on what you have agreed with each. So the same kitchen can be easy to find in one stretch of London on one platform and effectively invisible there on another.

Widening looks free and is not. A bigger area puts you in front of more browsers and lengthens the average journey, which comes back as later food and worse ratings in the postcodes you just added. Ranking rewards conversion and reliability, so reach bought at the cost of delivery times can leave you visible to more people and ranked lower for all of them.

It changes by the hour, too. An area you serve comfortably at nine on a Tuesday is a different proposition at the Friday peak, when the same distance takes longer and the pass is already full. So reach and trading hours are one decision rather than two: where you promise to deliver, when, and which of those hours are worth ad budget at all.

None of it moves on our initiative. Each change reaches you as a recommendation with the expected effect attached, and waits for your approval.

The storefront itself. Sending more of London to a page that does not convert is the most expensive habit in delivery marketing, and menu conversion, the share of people who open your storefront and go on to order, tells you where you stand.

A rebuild is built once and adapted three times: photography, dish descriptions, item order and combo logic are one piece of work, and fitting them to each platform's layout, character limits and category structure is the rest. Across the stores 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.

Pricing cannot be mirrored. Your commission can differ by platform and by contract, so the same dish at the same price will not always net you the same amount on each storefront, and prices have to be set per storefront with your own margin checked rather than copied across. A thin margin stretched over a larger area is the same problem, scaled.

One plan covering all three storefronts arrives each week: which offer runs where and on which items, alongside any change to coverage or hours, with the expected result stated up front. You approve or reject it line by line, then we execute it in each platform's dashboard. Nothing changes on its own.

Results come back netted, after commission, promotion cost and ad spend, measured against a baseline taken from your own numbers before we start and kept per storefront, so a strong listing cannot hide a weak one inside an average.

One thing we will not dress up: our 60+ active partner restaurants are in the Netherlands, not the UK. Across them, orders have grown 40% on average over six months, with no partner below 30% and some locations past 200%. We work remotely, inside the platform dashboards, which is where storefront management happens in any case.