At DoorDash, our mission to empower local economies shapes how our team members move quickly and always learn and reiterate to support merchants, Dashers and the communities we serve. DoorDash is growing rapidly and changing constantly, which gives our team members the opportunity to share their unique perspectives, solve new challenges, and own their careers. Our leaders seek the truth and welcome big, hairy, audacious questions. We are grounded in our company values, and we make intentional decisions that are both logical and display empathy for our range of users—from Dashers to Merchants to Customers.
Salesforce Stack
Leadership
Developers
Administrator
Business Analyst/Product Owner
Architects
A business like DoorDash is operationally unique in a number of ways. Most notably, this business model serves 3 distinct customer segments with unique needs throughout their acquisition, on-boarding, and support lifecycle.
These customer segments include:
- Customers: these are the 'traditional' B2C users of the platform, ordering food to be delivered via the app. In 2020, DoorDash had 18m+ customers.
- Drivers: 1 of 2 B2B users on the platform, these are the delivery personnel ('Dashers') that interface with restaurants and customers. In 2020, DoorDash had 1m+ drivers.
- Merchants: the other B2B user of the platform, these are restaurants that need to be acquired and brought onto the platform so customers can order food. In 2020, DoorDash had a total of 350,000+ merchants on the platform.
Additionally, it has over 5 million customers on its $9.99/month subscription, DashPass, meaning 2/3 customer segments have a subscription billing model ...
In 2020, DoorDash was responsible for over 50% of all food delivery orders in the United States and generated $9.9B in gross order value for Q1'21. This is an org with the scale and complexity unlike many others out there and a unique set of challenges around building a unified Sales, Marketing, Customer Support, and Billing experience for 3 distinct customer segments.
How do they do it?
For starters, they have made (and continue to make) the appropriate investment in Salesforce and Internal Tooling. A quick look at the composition of their Salesforce team shows 32 people dedicated to managing Sales Cloud, Service Cloud, CPQ, and Experience Cloud. Over 50% of the team was hired in 2021 alone with open headcount for another 5 immediate hires.
This team supports 4,000+ Salesforce users throughout the org.
While investing in resources is the first step, structuring & organizing the team properly is as important when it comes to being able to simultaneously support day-to-day use and push new projects forward. Something we love about the structure of DoorDash's org is the horsepower they have put behind Salesforce product strategy - 2 Salesforce Architects can focus on tactical, complex problem solving in collaboration with the 6 Salesforce Product Owners, who can contribute to tactical planning but more so own the long-term product strategy, ensuring their product area is set up for scalability. Additionally, a team of 3 Program Managers dedicated to Salesforce ensures stakeholders are support properly and the 15-person Salesforce Admin / Developer teams have clear requirements to build against with structured project timelines.
This really is an org that has struck the right balance in hiring 'doers' (Administrators + Developers) that are properly supported by 'strategists' (Product Owners + Architects).
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