Measuring Success for 99's Delivery and Logistics Business in Brazil

You are the product manager for 99 Deliveries, the logistics business of 99 in Brazil, a mobility app best known there for ride-hailing. What would success look like for this product, and how would you measure it? ```hint Map who has to win A delivery involves a sender, a recipient and a courier, and the business may share drivers and the app with 99's rides. Decide who pays and what a good delivery means to them before you pick a metric. ``` ### Clarifying Questions - What does the product carry: small packages sent across town by people and small businesses, orders from restaurants and stores, or larger shipments for companies? - Who pays for a delivery: the sender, the recipient, or a business on a contract? - Do couriers come from 99's existing car and motorcycle drivers, or from a separate fleet? - Is the business still expanding city by city, or national and expected to make money now? ### What a Strong Answer Covers - The product's goal for senders, recipients, couriers and 99 itself, including how it relates to the ride business - A precisely defined north-star metric and why it beats raw order volume or revenue - Supporting metrics for demand, courier supply and marketplace balance, delivery reliability, and unit economics - Guardrails for safety, lost or damaged items, courier earnings and effects on ride supply - Reading the metrics by city, time of day and customer type, and in light of the business's stage ### Follow-up Questions - Delivery orders grew quickly, but ride pickup times got worse in the same cities. How would you decide whether the delivery business is succeeding? - The margin per delivery is negative in most cities. Which metrics would tell you whether that is acceptable for now? - A large merchant wants a contract with guaranteed delivery times. How would that change the metrics you report?