VIVO / Restaurant perspective
For Restaurants
Restaurant delivery has changed the way people eat. Customers can discover more restaurants, order from farther away, and have dinner at their door with a few taps on a phone. That convenience is real, and it is not going away. But the restaurant side of the equation has become far more complicated. Industry research has found that major delivery platforms can expand the number of restaurants competing for the same customer while commissions and related costs put additional pressure on already challenging restaurant economics. VIVO was created because we believe there is room for a different kind of relationship between restaurants and delivery.
A restaurant should be able to participate in delivery without feeling like too much of the value of every order disappears before the food ever reaches the customer. Commission structures commonly cited in industry research can reach 15–30% per order, with processing, delivery, promotions, and other costs potentially adding to the burden. For an independent restaurant operating in the real world—with food costs, labor, rent, insurance, equipment, and dozens of other expenses—that difference matters. VIVO is being designed around a simple principle: the restaurant that creates the meal should be able to keep more of the value it creates.
But restaurant ownership is about more than the percentage on an invoice. It is also about the customer relationship, the reputation of the business, and the experience attached to the restaurant’s name. A restaurant can prepare an order perfectly and still be judged when a delivery is late, mishandled, or arrives in poor condition. At the same time, restaurants can become one listing among hundreds inside a large marketplace, with less control over how their brand and customer relationship develop. VIVO wants the restaurant to remain at the center of that relationship—not disappear behind the delivery platform.
Better restaurant economics may also create better possibilities for the customer. When restaurants have to offset substantial marketplace costs, one response can be higher delivery-menu pricing. If VIVO can build a structure that materially reduces that pressure, restaurants may have more freedom to keep their VIVO pricing closer to what customers see inside the restaurant. That decision will always belong to the restaurant, and we are not promising every restaurant will price that way. But it is part of the larger idea: if the economics improve for the restaurant, some of that improvement can potentially reach the customer too.
VIVO is still pre-launch, and we intend to use this stage the right way. We are not arriving with a finished system and telling restaurant owners how their businesses should operate. We are designing and testing around the realities owners deal with every day—margins, prep times, staffing, peak-hour pressure, delivery radius, customer relationships, menu pricing, fees, and service quality. We want restaurant owners involved in shaping what comes next. Our goal is not to replace one rigid model with another. It is to build a local delivery marketplace where restaurants have stronger economics, greater control, and a better reason to participate.
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