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Deepinder Goyal

Deepinder Goyal

Founder and CEO, Zomato

Deepinder Goyal is the founder and CEO of Zomato, India's number one restaurant finder and reviewing website. An IIT graduate and a management consultant by profession, he was inspired by the demand for menus at his workplace to create a restaurant database.

  • India
  • Male

Discy Latest Questions

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When Deepinder Goyal started Zomato, he had a single aim in life: to provide people with a common platform where they could look for restaurants. When the idea took off so quickly and instantly, Deepinder realised he had to streamline the process of how he was collecting data about restaurants. The more Zomato started getting accepted, the more Goyal streamlined the process. His business model was simple. Every time Zomato starts operating in a new city, a single person is assigned to collecting data about the most popular and accessible restaurants and clubs in the area. The data is then sent to a centralised team in Delhi. The Company is divided in a way that every team has a specific job to do. With advertisements on the website acting as the revenue format for Zomato, Goyal created a model which not only ensures a revenue share system but also in branding the restaurants partnering with the platform! In short, he created a win-win situation for the partners as well as his Company. Soon after Goyal entered the food tech industry, he realised, in order to stay on top and not just stay afloat, he had to keep expanding his business. Right from the moment it launched, Goyal has been expanding his baby with every move he makes. Apart from launching the Zomato Gold and the Zomato PickUp app, Zomato has expanded into other areas of business as well. One of the ...

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Food delivery app Zomato and Feeding India, an award-winning non-profit organisation working towards solving the challenges of food wastage, hunger and malnutrition, will together target every source of food wastage, including farms, restaurants, hotels, supermarkets, corporates and events. The Zomato network will plug into Feeding India’s already existing models that focus on sustainably feeding the many who sleep hungry every night. The latter is now a part of the Zomato family. After witnessing the magnitude of food wastage at a wedding, Ankit Kawatra quit his job and founded Feeding India along with Srishti Jain in 2014. Since then, the team, with its five sustainable programmes, has been working towards picking up excess food and redistributing it to people across hunger spots in over 65 cities in India. Till date, Feeding India has served 20 million meals through its 12 food recovery vans, 50-plus community fridges and a network of 8,500-plus volunteers. “We have so far, taken environmental issues head-on with non-plastic initiatives like preventing the consumption of single-use plastic cutlery and promoting biodegradable packaging for food delivery,” said Deepinder Goyal, founder and chief executive officer, Zomato. “With Feeding India, we will take this battle a notch higher by helping them build a system where excess food is directed to those in need. As a start, our aim is to activate the restaurants on our platform into the Feeding India network and help them use technology to scale their volunteer operations,” he added. “Our objective is to end hunger and food wastage not just in India, but ...

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Deepinder Goyal, Founder- Zomato shared in media, “Zomato is “making an attempt to build an environment that encourages professional help.” He said as a company, they believe that strong mental health plays a significant role in productivity and the overall quality of work-life, across all levels and stakeholders within the organization. It is reported that besides the delivery crew, Garg will also counsel other employees of Zomato. Earlier the video of Zomato’s delivery boy eating food from the package led company to terminate the delivery boy’s services. The decision led to mixed reactions on social media, with many calling for a better workplace environment for delivery staff. The company said it would come up with tamper-proof packaging material and educate its 150,000 delivery personnel to highlight any such perversions. Goyal was quoted saying, “Regardless of a given employee’s position or department, guidance from an accomplished professional like Dr. Rohit Garg will be an invaluable component in designing a sustainable ecosystem.”

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Online restaurant guide and food ordering firm Zomato Thursday said it has entered into experiential events segment with the launch of multi-city food and entertainment carnival, Zomaland. The carnival will be held across three cities in India — Delhi, Pune and Bengaluru, Zomato said in a statement. 

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Zomato, the restaurant discovery service, has almost become synonymous with the word ‘food’. It has earned itself an estimable position in the Indian startup scene. Not to mention the head-turning advertisements that it uses to market itself and its new schemes. Zomato has seen exponential growth since its inception in July 2008. It has its headquarters in Gurgaon, Haryana. With its content sets it apart, Zomato is the sole restaurant and nightlife guide with menus, pictures and map locations.

Deepinder Goyal
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I think playbooks are possible but the ifs and buts are so elaborate that how will you replicate the same? It is so hard for anybody to describe those things that is why most of these business books are useless. Language, words, are basically, a tool to describe my thoughts. Right? If you could get into my thoughts, you would actually get what I am saying. I suck at words. Everybody sucks at words. Thoughts are natural to us, words are not. I think there is so much meaning and depth in all of those guys who are writing these big books for business but 99% of the people don’t even get what they are trying to say. How many people would have read the book ‘How to become a Millionaire’? A genuine question. It has sold 10 million copies or something. But did each one of them become a millionaire? Not even like 0.1% of them, I am sure. So, it is a translation issue (of thoughts) rather than possible or not possible kind of issue.

Deepinder Goyal
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I think the best way to describe that experience is that it still hasn’t sunk in yet. Life is too busy right now to even reflect on it and let it sink in and I think maybe… what you feel makes you do that. I don’t know! Makes you, makes your life so busy because you don’t want to think about it. I don’t know what my mind is playing with me right now.

Deepinder Goyal
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All these realizations are an outcome of scale. We have a multi, multi, multi-country business. We have multiple product lines. The complexity is quite decent on the top; it is not straightforward. I think we have become much better than two years ago – in terms of having the right people on the ground and a lot of senior people having ownership towards what they need to do. They think of themselves as founders. But, the biggest difference between now and then is that I can’t move too many things at the same time; in terms of the percentage of things. I have to pick my battles, I have to prioritize really, really well rather than saying, “I will get into everything”.

Deepinder Goyal
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I think that most of the journey, we have been transparent any which way – both through ups and downs. So, you want to understand what is under the skin, what is under the surface… I don’t think there is much. Whatever is there, it is (out) there. And, look at our colour palette. The logo changes but the brand manual remains the same. There are three primary colours – Red, which basically symbolises our passion for food. And, then, black and white, which stand for transparency That transparency comes at a cost… of things leaking to the press – left, right and centre. So for us, it is always a choice: whether you keep your own people in the dark to save us from (leaks to the press). There are pros and cons; there is no right answer. We have always chosen that I will tell everybody everything. And if it leaks, so be it. It is fine.