One growth plan for your Just Eat and Uber Eats storefronts in Spain

A Spanish storefront sits on Just Eat and on Uber Eats. That is the same pair of merchant back offices we are already working in every week for more than 60 partner restaurants in the Netherlands, where the Just Eat brand carries a different local name over the same tooling: same manager permissions, same promotion mechanics, same sponsored-placement auction, same reporting exports.

That is a claim about capability, not customers — we have no Spanish client list and will not imply one. What it means in practice is that none of week one goes into learning where the levers are. The work starts on your dishes, your hours, your area and your competitive set.

It also means we start from how these two apps behave rather than from a generic playbook. Ratings, ranking, ad auction and promotion tools sit separately on each, so a change that lifts one does not carry across by itself. Each storefront gets its own plan, its own budget shape and its own numbers, and neither is allowed to coast on the other.

It is not a translation job. Item names, descriptions, photography, category order and combo structure all get rebuilt around how people actually browse a delivery app: thumb-first, on a phone, in a hurry. Copy written in Spanish for a Spanish customer behaves differently from copy translated out of an English menu, and the difference shows up in conversion.

Format matters as much as wording. If your storefront carries a menú del día, raciones meant for sharing, or a lunch formula that only makes sense in certain hours, it has to be built as a delivery product — right hours, right photo, right portion, and a price point that still works after platform commission — rather than pasted across from the dining-room card.

The number we manage to is menu conversion: the share of people who open your storefront and order. We grade Just Eat and Uber Eats separately, because the same dish list can land in different tiers on the two apps. In the bottom tier the storefront is the problem and no budget goes near it; higher up, the rebuild is about basket size rather than rescue.

Order count is the wrong scoreboard. Both platforms will happily grow your volume through discounting that costs you more than it brings in. We report net payout per platform — what reaches your account after commission, promotion cost and ad spend — against your own baseline from before we started.

That comparison is what the weekly plan is built on. Each week you get a per-storefront recommendation: which offer, on which items, in which hours, on which platform, with the expected effect stated up front. Nothing goes live until you approve it, and we never change your prices or switch promotions on for you.

The same measure decides what we spend, so ad budget is judged on what comes back after commission; on the storefronts we manage, return on ad spend has reached as much as 14x. Over six months, restaurants on our program have averaged 40% order growth, with no partner below 30% and some locations above 200%. Our pricing is measured against the same baseline as the reporting, so we only earn when the payout does.

OrderLift works remotely from Amsterdam. There is no office in Madrid or Barcelona and we will not pretend otherwise. What we have is manager access to the same two back offices you use, and a process built to work them every week rather than every quarter.

Everything a customer reads is in Spanish: item names, descriptions, offer wording, the text somebody scrolls at eleven at night. What comes to you is a short weekly plan, in English, that can be approved on a phone between services. What we cannot do is stand in your kitchen on a Friday night. If that is what the job needs, we would rather say so now than in month three.