GLOVO - Communication Plan

Master of Arts in Communication Management Year 2021/2022

Organizational Communication Professor: Montse Lavilla Students: Baihan Wang Giovana Alexandre Malka Y Negri Mouad El Osri

Final Assignment: Communica?on Plan Brand: Glovo

Hello, 2022

Glovo has been facing some scrutiny in the past years due to the riders’ situation. We were deemed as a noncaring organization - or at least not caring with our riders as they were perceived as second-class employees.

This outside perception was partially justified due to them being hired as external workers (self-employed), instead of being on our payroll as actual employees. However, Spanish legislation regarding this matter has recently changed, so now the riders are oficially our employees. Not external workers, not second-class. They are a core part of Glovo: we are a delivery app. Without deliverers, there is no delivery. And no business . Therefore, we have decided to tackle this external skepticism towards our brand by actually implementing a new value from 2022 on: Care

So we felt oblidged to ask ourselves one question: do we actively care about our employees as much as we do about our clients when we try to optimize their time and ultimately ease their life? The answer is an obvious yes. But if the riders, who are the cornerstone of our business, are not beeing seen and felt like Glovo employees, then it is time for some twists and turns… Especially internally.

Caring is a delicate value. And it can only be shown on the outside if we genuinely work it on the inside first , hence our inside-outside approach: first the employees - all of them - have to believe that they are really cared for, and only then it will be transfered to outside.

That is why we have developed this internal communication plan. It carries two parts: the strategic one, in which we will state the goal to be achieved in 2022 and the meaningfulness of our brand, and the tactical part in which we will show the actions that will be taken throughout this year to implement this new value.

Because Glovo cares.

Strategy

Let’s talk strategy. From a communication standpoint, we have identified the issue pain point and laid out our goal, how to do to achieve it (our JTBD - job to be done) and the main idea that summarizes and gives meaning to our campaign and plan (the MBI - Meaningful Brand Idea).

Like most of the apps that rely on external collaborators (delivery, mobility, etc), our pain point is related to a negative brand image regarding perceived lack of care in the treatment of the couriers. So as we add ‘Care’ to our core values, our goal is to change this perception and solidify our brand value. We will do this through internal communication first (employees) in order to reflect on the external image - and change it.

As to the MBI, it has never been so meaningful: Glovo Cares

Our brand: Glovo

Glovo is more than a delivery app. It’s an app that will get anything you want in the city, from food orders, to groceries, cash or running errands. It aims to give everyone easy access to anything in their city.

Who are our Stakeholders ? As this communication plan is focused on the internal communication of our company, the stakeholders that were considered here are mainly internal ones. They are: employees, riders/couriers, investors and the media.

Brand meaningfulness

We explain our ‘brand meaningfulness’ by stating our mission, vision and purpose as a brand, our values and then the value proposition.

However, since our plan is focused on the internal aspect of communication we will introduce a concept that has been rather new but more and more important for organizations: Employer Value Proposition.

Our mission is to make our customers life easier . From personal errands to restaurant orders and groceries shopping, we provide time saving and convenient solutions with swiftness . And we do this by putting people in the center of our organization: connecting users, businesses and couriers, through our own app.

Mission Vision

We aim to give people i nstant access to anything they might need in their city, to create a more present and caring society where there is less rush and more enjoyment of life.

Purpose

Our purpose is to transform the way our customers acquire what they need . We offer the time they don’t have, and the comfort they deserve with our services: at their doorsteps, just one click away.

You order, we get it. #OrderAGlovo

Values

Daring

We think out of the box and are not afraid to go all in , taking calculated risks to reach our goals and diving unafraid into new business opportunities. Our aim is to be the best wherever we are, always.

Reliable

When we say “you order, we get it”, we really mean it. We want all of our partners to know that they can fully trust us to make their life easier.

Energetic

Our team is full of energy and willing to go above and beyond to make experiences with Glovo unforgettable . We keep an open and positive mind and a good vibe in the house.

Efficient

We get our job done, in the best way possible and as swiftly as it can be. Our methods are constantly analyzed and reviewed, so we know that we are making the most of our team and time.

Caring

Our business revolves around people, and we acknowledge all of them. From our couriers and office employees to our customers and partners, our actions are reflections of their voices. We practice active listening and value wellbeing within our company, and this translates to better listening and adjustments to our clients’ needs in the long run.

Value proposition

Functional benefits:

Ensures delivery, helpful, app

Glovo assures delivery service in food, groceries, sanitary products and/ or parcels at your door. It operates through an easy to use app that offers a huge variety of choices. It also helps businesses to get to their clients (or potential clients) in an easier and faster way as they act as links or a bridge to their customer base.

Personal benefits: Time saving, freedom, convenience

The main benefits that users of Glovo enjoy are time saving, convenience and comfort. All in all, it makes their life easier. From the riders standpoint it gives them the chance to have a sidejob - with the possibility of making it a full-time one, always adapted to their schedule and availability. Finally, from the businesses point of view, they don’t have to worry about only getting revenue if their clients come to their establishment, since Glovo can take them to clients.

Collective benefits: Sustainable, economic growth, supports local business’

Glovo is one of the so-called ‘‘unicorn companies’’, so its economic impact is undeniable for the revenue, investments and tax return as they pay the taxes in their home country and not anywhere else. We have to mention Glovo’s impact in the job market, giving jobs to the riders (both on part-time or full-time schedule). It also gives the opportunity to restaurants and bars to broaden their market and get to any client anywhere he or she might be within their delivery range, which translates in economic growth too. Its global approach takes the business model abroad so other cities and countries users can benefit from what the app has to offer. From a social standpoint, it contributes to a more efficient society, as we can all deploy that daily time of grocery shopping or cooking to other activities or other people. This helps in going towards a happier society in the long-run. And in terms of sustainability, Glovo encourages riders to work with bikes so pollution can be controlled and we can all enjoy a cleaner environment in the end.

Employer Value Proposition (EVP)

What defines the Employer Value Proposition (EVP) is the organization’s core benefits that build your employer brand . It is the promise between the employer and any potential applicant: “ What can your organization provide for me in exchange for my skills, talents, experience, etc.?”

Well, the EVP serves the purpose of being a driver of top talent attraction, engagement and ultimately retention

The main pillars for a successful EVP are alignment (with the company’s vision and goals), consistency (as it should reflect the truth of the brand and culture) and honesty (regarding current situation and things we want to accomplish).

Every company has its own methodology of applying this Employer Value Proposition. Glovo has its own: data gathering and analysis. Due to the nature of our goal and our plan, we focus on the internal side of the EVP.

Employer Value Proposition (EVP)

In Glovo we cherish leadership vision. But this is the tip of the iceberg for us as it is an end result of other aspects that come before or underneath. We talk about engaging with employees and encourage their voice and their opinion, all feedback is welcome as it can be the spark of a new great idea. We are also challenged to keep our benefits in check as it is an actual stimulus for top talent, besides the vision and mission that have to be 2 factors that are always aligned with our current goals as we just did with our own goal.

And we activate this through onboarding material for the newcomers and engagement initiatives overall as they can be all year long actions or punctual events.

Glovo Cares is not just a slogan

Here we practice active listening and we care. We genuinely care about our employees first, then our clients. The internal motto we want to implement, team first, for the new care value is that ‘‘Glovo cares’’ is not just a slogan. We practice it as a brand and as an organization. We want our employees to contribute to the growth of Glovo because they are part of it. Our secondary motto, fit for this part is Grow together, glow together. Humility is a quality that comes only from greatness, and to be a great brand you need a great EVP. Energetic is another of our values, that’s why we offer a dynamic and optimistic environment where our employees can actually enjoy their working atmosphere and connect with their co-workers. We try to make available all communication tools possible to make it a safe and a cozy space as our ultimate desire would be that our team can actually be a family.

Employee journey

As we add a new value to the company, we are also updating the existing candidate journey, adding two more stages to it, in order to be even more cohesive with our current values. This way, we aim to achieve full brand alignment , making sure that our candidates and employees know that Glovo cares for them, not only once they join the workforce, but making them aware of it from the applying stages.

This is a good opportunity to borrow our own employee journey design and improve it by addressing its limitations to our current goal and approach:

When a candidate first hears about your company and is exposed to our employer brand Consideration

Candidate starts deliberately viewing your content and researching your company

Candidate inquires about a job, talks to employees, and follow your pages on social media

Here, candidate applies to your open job positions

Candidate goes through your recruitment process and interviews

Candidate receives and signs offer letter, they are now an employee and begin onboarding

Employee journey

Return Integration

Effectively, we are adding two more stages :

Return

Candidates that didn’t make the ‘final cuts’ receive feedback on why they were not hired, so they can understand where they can improve in other ventures, as we want to provide genuine value regardless of our business . This is a gesture that leaves a trail behind, as we try to be as personalized as possible to improve our candidate journey and reward them for having Glovo in their mind with constructive criticism and/or feedback. This way we eliminate this sense of ‘‘leaving with my hands empty’’ from these applicants that didn’t make it.

Integration

When the candidate becomes an employee and starts working, he/she will enter a mentorship program in which he will be assigned a co-worker to reach out to for three months to make sure integration goes well and smoothly. This is a way of enhancing our motto as a brand: people trust people . And thus we also estimulate the care value and create real connections between our human team.

Tactics

This is the how-to segment. How are implementing the strategy we have been talking about up until this point? To answer this question, we have to establish an action plan and a timeline to apply it.

For each action we will outline the media or the channels that we are going to use to gain steps towards our ultimate goal. For this part, we are going to use the Dietrich PESO model (Paid media, Earned media, Shared media and Owned media) - even though we will go by the current trend of OSEP (or SOEP), in which owned and shared media are the main ones.

OSEPs

Our owned media

Internal channels (e-mail, whatsapp groups, zoom, every tool for calls or messages), website (for every update on the brand, press releases, etc.), our app (offers, special vouchers, updates about campaign, etc.), our own employees as they will serve as our ambassadors of our brand and main radiator of sound for the brand’s voice, our YouTube channel to post aftermovies of our events and our social media accounts (@Glovo and @lifeatglovo accounts on Facebook, Twitter, Instagram and LinkedIn).

Regarding social media, we will focus more on Instagram but of course we will have to keep this consistency across all platforms with custom content for every social network.

Our shared media

Social media, third party interactions, collaborations.

Our earned media

Every event we organise, every major buzz we are able to create that get traditional or digital media’s attention and they deploy time to talk about Glovo, or just people with a platform whose attention is grabbed by what we are doing.

Paid media is not contemplated for this strategy. This suits our goal and our current strategy best, as we try to implement as low of a budget as possible. Besides that, we have to also identify our brand assets, set our personality and define our tone of voice so every step we take is aligned with the line we drew to step on and ultimately follow

Tone of voice

Internally, we’re making a few changes to make our vocabulary more caring and horizontal. Our aim is to make everyone feel welcome and cared for, which is why from now on, everyone who works for Glovo - our riders included - will be referred to as employees. And our staff from the office, even though they are also employees, will be addressed as office staff just to differentiate from the couriers. With this action, we aim to broaden inclusiveness in our company.

Externally, our tone of voice is quite neutral as we try to balance the energy we exude as a brand without going overboard with it. This is why we must always sustain the same tone of voice in our communications, it influences directly how we are perceived by others.

It is imperative that our audience always feels like they are talking to or reading from a person. We don’t want to robotize our communications. They must always be personal and accessible, but fit for the situation and audience. We are bold, but not rude. Friendly and casual, but reliable. And obviously, we are caring.

Taking action

Having in mind our objective to integrate the new Care value to Glovo, we will embark on actions around it for the upcoming year. This way, we will be able to develop and incorporate in our day-do-day the idea of care.

There are activities/ideas that will last all year long, they are focused mainly on daily operations optimization or the addition of tools for employees.

Punctual actions will be special events held throughout the year that can also be used as content for our socials and increase our brand value from an outside point of view.

As per usual, we are always open to new ideas that might come up in the upcoming times. All of these actions are part of our campaign and plan: Glovo Cares

Year-long actions

1. Care for the riders

Our couriers will gain access to our headquarters, as we want the resting area in HQ to be shared between the office staff and riders, seeking integration and equality. We want this to be a place for them to take a break, have a snack and meet those who work on the other side of the screen. We aim to encourage the communication between the two groups, as Glovo values human interactions.

To further encourage communication and alignment, we will put up an information board for the riders in our HQ. This board will contain information regarding key ideas of the company culture, latest news and update them about what is happening in our office. For the couriers who are not in the vicinity, we will set up a digital information board through our rider appwhere all riders will also be informed that they have access to the HQ now.

Taking action: year long

2. Bottle always full

To extend the reach of our ‘care’, we will start to encourage our partner restaurants to provide the riders water refill if they need to, as well as for the riders to be allowed to use the toilet service. The riders can check on their rider app for the closest partner restaurants that provide these services. We want to pass on the care and positive energy as they pass the water— bottle always full.

3. Employee listening

We want to level up our employee listening strategy, and more importantly, humanize it. Our semestral surveys will continue, but we want to open a human and always present channel to listen to our team. We want to hear how they are feeling towards Glovo and their teams, if there’s something missing or an issue, etc. Each employee will have an HR person designated to them, and this information will be private between them two. This way, we aim to create a relationship based on trust, with the assurance that this channel is safe and will be always open.

4. Wall of Care

Sharing is caring , and we may not be in Berlin, but we are making our own wall. Not to separate though - on the contrary, we want to know about what our employees think, how they feel, or just let them express something they want to in a free and artistic way. Thus, we are turning our wall located by the glassdoor into the Wall of Care: a place where we invite our employees to write or draw what they care about and complete the tagline: Glovo Cares for… (markers will be provided).

This is an innovative way of using offline resources as a way of owned media, as it could be a perfect advocate for the hopes and concerns of our brand’s human team.

Taking action: year long

5. ‘‘Hi, I am new here. Can you help me?’’

Caring starts even before you start working for the company. That’s why newcomers get to enter the co-worker mentorship program, in which another Glovo employee will be assigned to guide them through their first 90 days. This newcomer will be able to keep in touch and to get help within the company or the city. Peers can empathize better with each other and that is why we think this kind of plug will be beneficial.

Punctual actions

1. Event: Introducing the new value [mid January]

We will host a convention where all Glovo branches across the country will be invited. Nice big venue to start the year with positive vibes and energy. We want to keep the casual spirit of Glovo as we search for dynamism and comfort overall. Glovo employees will be hosts of this event, and we will use it to welcome the new year, with dynamic activities to encourage participation and engagement, get Glovers to meet each other, connect with other branches and, ultimately, present our 2022 goals and strategy.

Video content: Video clips with the employees talking about what they care about. We will have the founders, Oscar Pierre and Sasha Michaud, talking about what they care about as well (though no job titles will be shown in the video, to show humbleness, equality, and agility. To finish the event, Glovo employees will be encouraged to share their goals or wishes and expectations for the year ahead.

To finish the event, Glovo employees will be encouraged to share their goals or wishes and expectations for the year ahead.

Taking action: punctual

2. Event: Meet through fun [late January / early February]

Glovo meet & greet event through a dynamic activity (for example: Paintball, jungle trek, ‘‘Takeshi castle’’ format, etc.). This event is strictly for each of Glovo’s branches, as employees of each branch will gather in this activity to have some fun bonding time together and work on team building.

3. Seminar: work relationships and communication [March / June / September]

A day dedicated for activities such as seminars for mental health, coaching sessions or communication courses . Will determine as the schedule goes on.

4. Experience: Wanna switch seats? [August]

Every week of august will have 2-3 days in which our employees get to experience others’ responsibilities. Couriers and office staff will get the chance to switch seats and get in the shoes of each other, so the synergy and empathy within our organization can solidify .

5. Event: #GlovoCares [October]

A month long social media event, focused on storytelling in which every Glover gets to share a #Glovocares moment : What did Glovo do for them as a brand that showed genuine caring? Answer this question in the most creative way using social media tools and a filter especially created for the ocasion.

Taking action: punctual

6. Event: End of the Year party [December]

This event will be held as a fun way to measure the achievements of the company throughout its first year of embracing the new value of care. It is important, as the first year of the value presence, to focus on it and its contribution to the overall growth of the company. Remember those wishes and goals we set at the beginning of the year? Let’s see what happened with those. We will reward personal growth and personal accomplishments, and will celebrate the humble contribution of Glovo to the personal aims of our employees. Like we said: If you care, Glovo cares. We have to embrace it, live by it and breathe it. It is more than a slogan.

Once we are done with this part, we will have our keynote’s speeches for the closure of the year and then, obviously, party time.

7. Team building [date up to department]

Each department has one day every two monts month to organize an activity - of consensus choosing - for one working day. This way we give departments some power on their team-building strategy, as they also get to have some leisure time with people they work the most hours with.

Final considerations

To round up the communication plan, it is important to emphasize the importance of these stages for content production and re-sharing throughout the media channels available, as they will be for sure portrayed in our social media for example (events’ content in @Glovo, making of or behind the scenes in @lifeatglovo, and obviously #GlovoCares ).

Daily actions are also important as that is a measure for consistency and daily determination from both our brand and our employees. And that is why we follow the OSEP model: create our own content, cutivate our own ambassadors, optimize our own channels so third parties can hop on and create organic and substantial buzz. And ultimately, we get to increase our EVP as the outsiders get to have a scope on what we do.

YouTube is a platform that will be used as a showcase of our video content, we will make aftermovies of every major event and even a weekly blog (instagram version will be a reel as their reach is higher at the moment). Any substantial buzz created can be used for other platforms to talk about us and gain notoriety. But also focused on the goal: Glovo cares, and it is not just a slogan. We really do.

Last but not least, it is so important to get our employees to be the main advocates for our brand in social media (Instagram as it is our focus and LinkedIN as its reach is major). It is difficult to get all of the team to do this, that is why it’s a challenge for us to identify who really believe in our values so they can be selected as our ambassadors. Thank you. Keep Glowing.