Leading Glovo in the Region: GMs Discuss Market Dynamics in Montenegro, Serbia and Bosnia and Herzegovina

Three General Managers, Bojana Radović (Glovo Montenegro), Antoni Grau (Glovo Serbia) and Ivan Laketa (Glovo BiH) sat down for an exclusive interview to provide unique perspectives on their experiences in leading Glovo's operations across their respective markets. They discussed their backgrounds, the distinctive qualities they bring to their roles, and their strategic plans for the future, shedding light on the evolving e-commerce landscape in Southeast Europe.

This interview delves into their personal experiences, market dynamics and their role in Glovo's transformative journey in the region. It showcases the dedication and enthusiasm of the company leadership team in driving its mission and values across diverse markets.

Could you share a bit about your background and what inspired you to join Glovo?

Bojana: I began my career in e-commerce at Amazon France, and after spending a decade living abroad, I decided it was time to return home. Joining Glovo felt like a natural choice because its culture resonated with my core values and principles. Glovo is a company known for its fast-paced, dynamic environment. It is a place where you are constantly learning and being challenged, often stepping out of your comfort zone on a weekly basis. This is precisely what I value the most at this stage in my career. The opportunity to be in a high-energy, innovative, and transformative setting like Glovo was inspiring to me, and I am excited to contribute my experience to the team.

Antoni: Before joining Glovo I was part of the big corporate world. I know now that it was a great school for what was to come. An ex-colleague in Glovo literally pushed me to start the process for a Head of Operations in Iberia. Something happened in the midst of it – I could feel the energy of the company, the speed, the values and how Glovo could impact society. And that was it. I was fascinated and ready to commit to the company's vision. So, here I am after more than four and a half years.

Ivan: My academic experience in Spain and my involvement in the digital startup scene in Romania's entertainment industry have shaped my journey to becoming part of the company. A few months before the covid pandemic hit, I ventured into the delivery industry in Romania. When the pandemic arrived, I witnessed how this business suddenly grew fifteen fold overnight. I realized the immense potential of this industry and understood the critical role it plays in society, especially during challenging everyday situations like lockdowns. With all of this experience and insight, I made the decision to remain in this industry. That is how I transitioned to Glovo as I felt a strong alignment with the company values. About a year and a half ago, as someone familiar with the culture and industry, I was offered the position of General Manager for Bosnia and Herzegovina. I saw it as both a professional and personal challenge and accepted it.

How do you perceive the similarities and differences between markets in the region, namely Bosnia & Herzegovina, Serbia and Montenegro?

Antoni: Navigating the diverse markets we operate in is a challenge that Glovo enthusiastically embraces. The region we are in, with its unique blend of similarities and differences, is no exception. We prioritize analyzing hyper-local trends as we are committed to meeting the diverse needs of all our customers. Our observations have shown that locally relevant restaurants are favored in this region over large international chains. The region I work in is particularly intricate, highlighting the challenges of grasping the subtleties of various consumer habits. These variations are not just limited to differences between cities but even within neighborhoods, emphasizing the diverse landscape of the Balkans.

What do you see as the biggest challenges across all markets?

Bojana: The most significant challenge across all markets lies in maintaining a delicate balance in our role as a three-sided marketplace. Our main challenge is ensuring that we provide the best possible service for all three crucial components of our ecosystem: our customers, partners and couriers. Striking this balance is of paramount importance to us. We aim to deliver top-notch services to our users, ensuring their satisfaction and trust. Simultaneously, we work to support our partners, enabling them to thrive within our platform. Additionally, we seek to empower the dedicated couriers who deliver through our platform, who play a vital role in our operations. This challenge requires continuous efforts to harmonize the interests and needs of all three pillars of our marketplace, as their satisfaction is instrumental in our overall success. Balancing these often competing priorities is an ongoing task that involves adapting to the evolving dynamics of the markets we operate in and making strategic decisions to ensure the best possible experience for everyone involved.

How does Glovo’s headquarters support your role as the GM, and what significance does the Balkan region hold for the HQ?

Ivan: Our company's headquarters is highly interested in this market and invests significantly in it. The acquisition of Donesi by Glovo, which operated on all three markets, demonstrates substantial investments. The fact that we are present in the region affirms our strategic interest in further developing our business, even though Bosnia and Herzegovina is a relatively small market compared to Spain. However, it holds great potential for Glovo. We maintain open and continuous communication with our headquarters, which occasionally helps us adjust our goals to the local market and resources. The headquarters provides valuable assistance in various analyses. Although our marketing is centralized, there is often flexibility to adapt to local needs. What's important to me is having significant autonomy in managing this market, which is motivating. The headquarters serves as a vast knowledge resource, and we frequently seek their solutions, advice, or simply to share best practices with us.

As someone who is at the forefront of the company in your respective region, which distinctive qualities do you bring as a leader of the Glovo team?

Bojana: As someone who leads the Glovo team in my respective country, I believe that the distinctive quality I bring to the role is a strong alignment with the Glovo DNA and values. These core values guide our actions and decisions, ensuring that we stay true to the company's mission. One particular quality I emphasize is active listening to our team members. I make it a priority to understand their needs, motivations and aspirations. This approach enables me to motivate individuals effectively and recognize when they are ready for the next step in their career, a practice that may not be as typical in Montenegrin companies. By doing so, we can provide opportunities for growth and development across various roles and responsibilities within our team.

What are the strategic plans for the next three to five years for the Glovo office under your leadership?

Antoni: Our primary focus remains on improving and maintaining the added value that we bring to our partners and clients. We will concentrate on improving quick commerce categories, maximizing the visibility and value of our services in all sectors. We are working on easier-to-use applications, faster delivery, offers for everyone's taste, tailor-made service in every city, and digital path to users for companies. We also aim to engage more partners and will continue to organize various useful initiatives as part of our commitment to creating a sustainable impact on the local community, environment, and economy.

In your time as GM, what would you consider to be Glovo’s most significant success?

Ivan: My success is reflected in the fantastic team I work with, as well as the culture and the mutual relationship we have collectively cultivated towards our work. We feel like we own this, that we work for ourselves, and this is evident in our results, which show that our business is 50% larger compared to the same period last year, an achievement not many can boast of. We also rank among the top three Glovo countries according to the partner satisfaction matrix. We conduct quarterly surveys involving nearly 800 partners, and based on their feedback, we consistently place in the top three countries. Recently, in a Fairwork study on platform work conditions in Bosnia and Herzegovina we received the highest rating among all digital platforms in the country. This demonstrates that we invest more than our competitors and that institutions recognize our efforts. This rating motivates us to continue following our strategic direction.

How has q-commerce evolved in your respective markets?

Bojana: The evolution of quick commerce (q-commerce) has seen significant growth, which could be attributed to our successful educational efforts in this market segment. We have educated and familiarized consumers with the concept itself, resulting in a substantial penetration rate. Furthermore, our collaboration with the largest grocery chains and major retail chains has been a significant driver of the evolution of this segment. These key players in the grocery sector and retail industry did not have their e-commerce platforms. As a result, they found a reliable and effective partner in Glovo, which has facilitated their entry into the online market. Our ability to provide a convenient and efficient q-commerce solution I believe has played a pivotal role in the development and growth of this segment in our markets. This evolution reflects our commitment to innovation and meeting the evolving needs of our users and partners in the grocery and retail sectors.

As GMs, in which ways do you support each other and collaborate across different regions?

Antoni: We strongly support one another. We are part of the SEE region umbrella, and that means we do have our weekly meetings with the rest of the GMs and also with the regional team. On top of that, we also have regular meetings with the GMs from the different regions where we share best practices and help each other with whatever challenge comes along.

In which ways has Glovo contributed to changing the e-commerce landscape in your respective countries?

Bojana: In Montenegro, where e-commerce has lagged behind EU countries significantly, Glovo has played a pivotal role in transforming online shopping habits. We have a relatively low percentage of the population making online purchases, with many barriers to entry, such as the absence of e-commerce aggregators and limited online retail options. The convenience and reliability of Glovo's service have resonated with customers, contributing to a notable increase in online food delivery, which has seen a remarkable 64% growth in just two years. This growth is attributed to two main factors: food delivery is a daily necessity, and Glovo's service effectively addresses the key pain points experienced by online shoppers, including speedy delivery, transparent tracking, and flexible payment options.

What are some of the benefits of Glovo’s cooperation with institutional partners and are there any specific areas where you believe it could be further enhanced?

Ivan: We have a very good and open communication with institutions in Bosnia and Herzegovina on various issues that are relevant to our business, and we are aware that we can and should help each other. Since we are a new industry with an innovative business model, there is always room for improvement and deepening of collaboration and public-private partnership, to which we are dedicated as a company. There is still no law on digital fiscalization here, and flexible working arrangements are not yet regulated by law, which I see as potential areas of mutual interest. In this sense, I believe that more will be done in the future in this field. We are here to develop our business, and we always recognize institutions as partners who can certainly help us work more effectively and efficiently in the development of our industry, which will have multiple benefits for all those who we impact through our business - consumers, partners i.e. other companies, and couriers.