Digital Marketing Strategies for a Fast Food Delivery Company

Edney da Conceição do Nascimento; Bruno Lopes da Silva

DOI: 10.22167/2675-6528-202602851

Article derived from a Course Conclusion Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Summary

A study investigated whether digital marketing strategies, particularly paid traffic, influence the increase in sales through proprietary channels of a fast-food delivery establishment in Salvador, Bahia. An applied case study, qualitative in nature and complemented by quantitative data, was conducted over twelve months (January to December 2025). A period without paid media investment (January to May) was compared with another that adopted structured campaigns on Meta Ads, professional content production, and digital reputation management on Google My Business (June to December). The results showed a significant growth in the establishment’s digital presence, with an increase in followers, expansion of social media reach, and improvement in Google reputation, which evolved from 3.9 to 4.5 stars. The revenue from the proprietary digital menu grew by 23.2%, exceeding the total investment made and indicating a positive financial return. However, the entry of a new intermediary platform with an aggressive discount strategy altered the competitive dynamics, reducing the conversion rate of the proprietary channel. It was concluded that digital marketing strengthened the digital presence and expanded sales in the direct channel, although it did not eliminate the structural dependence on intermediary platforms. The combination of paid traffic, professional content, and digital reputation management enhanced competitiveness and favored the diversification of sales channels.

Keywords: Own sales channels; Delivery; Digital strategies; Marketplaces; Paid traffic.

1. Introduction

The market for product, food, and beverage delivery, known as delivery, has experienced significant growth in recent years. This advancement was notable during the Covid-19 pandemic and continues to expand, according to data from the Brazilian Micro and Small Business Support Service (SEBRAE, 2023). This scenario has opened new opportunities for small business entrepreneurs, who have begun to consider the fast-food delivery model a viable and promising alternative.

The fast-food delivery model is based on convenience and speed, operating through proprietary channels, marketplaces, or hybrid formats. In this context, managing production capacity during peak hours and the consumer experience become crucial factors for success. This reinforces the need to align internal processes with effective service marketing strategies (Larocca et al., 2023).

Marketplaces are digital platforms that intermediate transactions between consumers and commercial establishments, concentrating various suppliers in a single virtual environment. In the food sector, these platforms offer functions such as advertising, order processing, payment methods, and, in many cases, delivery logistics management. Although they increase the visibility and potential reach of businesses, their use implies the payment of fees and commissions, which can increase the commercial dependence of establishments on digital intermediaries (Baesso and Romani-Dias, 2023; Massa, 2022).

In Brazil, the delivery sector is marked by the predominance of large platforms. iFood, founded in 2011, has consolidated itself as the national leader and one of the largest in Latin America (ICBRAS, 2025). The entry of new competitors, such as 99Food, which resumed its operations in November 2025 with an aggressive strategy of fee reduction and attractive coupons, intensifies the competitive dynamic (CNN Brasil, 2025). In this scenario, small businesses face the challenge of competing under unfavorable conditions, especially due to the high fees charged by large intermediary platforms (FGV, 2024).

Given this context, it becomes essential for small businesses to adopt digital marketing strategies that strengthen their own sales channels and reduce dependence on intermediary platforms. Recent research highlights that well-integrated digital strategies are fundamental for conquering and retaining target markets (Pereira and Justi, 2024). The growth of the delivery model in the food sector is directly associated with the use of digital platforms such as Instagram and iFood, which allow for reduced operational costs and expanded reach without the need for physical space for service (Massa, 2022).

Although intermediary platforms are relevant, their use poses strategic challenges. They increase visibility and customer acquisition, but concentrate market power and establish fee structures that reduce establishments’ contribution margin. Thus, restaurants seek to strengthen their own channels to reduce this dependence and preserve greater autonomy over their profitability and customer relationships (Baesso and Romani-Dias, 2023; Fundação Getúlio Vargas, 2024).

Among the available digital tools, Meta Ads and Google My Business stand out. When associated with paid traffic, these tools can broaden visibility and attract qualified customers, boosting sales in competitive environments (Pereira and Justi, 2024). Paid traffic consists of using sponsored media to expand the reach of publications, attract consumers, and stimulate commercial conversions, distinguishing itself from organic traffic (Pereira and Justi, 2024; Santos, 2024). Google My Business, currently named Google Business Profile, allows companies to manage their digital presence in search results and on Google Maps. Digital reputation, built from reviews and interactions, is a competitive asset that increases consumer trust and favors purchase intention (Baesso and Romani-Dias, 2023; Nonnenmacher, 2023).

Despite the practical relevance of these strategies, a scientific gap is observed: few studies have qualitatively analyzed the impact of marketplaces on the revenue of small fast-food delivery businesses. In this sense, understanding how digital marketing strategies can strengthen proprietary channels and reduce dependence on intermediary platforms represents a question of both academic and managerial interest, especially for small businesses operating in highly concentrated markets (Baesso and Romani-Dias, 2023). Thus, this work aims to investigate whether digital marketing strategies, particularly those associated with paid traffic, influence the increase in sales through proprietary channels of a fast-food delivery business located in Salvador, evaluating their effects on order volume, revenue, and dependence on intermediary platforms.

2. Material and Methods

The methodology used in this work consisted of an applied case study, characterized as an empirical investigation that analyzes a contemporary phenomenon in its real context, especially when the boundaries between the phenomenon and the context are not clearly defined (Yin, 2001). It is a qualitative research, complemented by the use of quantitative data to support the analysis and strengthen the validity of the findings (Creswell and Creswell, 2021). This combination of approaches was considered adequate to understand both the processes and the results of a strategic intervention in a real business context.

The unit of analysis consisted of an oriental cuisine food delivery establishment, located in the Cidade Baixa region, in Salvador, Bahia. The business had been operating for about five years in the market, was composed of two partners, and had thirteen employees, operating daily from 11:00 AM to 10:30 PM. The establishment’s strategy included seeking differentiation in the quality of inputs and prioritizing fast delivery and customer satisfaction. The establishment’s anonymity was preserved, in accordance with CNS Resolution No. 510/2016.

The analysis period comprised twelve months, from January to December 2025, divided into two distinct and intentionally comparable moments. Moment 1, from January to May 2025, was characterized by the absence of investment in paid traffic, with amateur organic posts and no strategic planning. During this period, the sales channels were restricted to the company’s own digital menu and iFood, platforms that, according to Nascimento and Oliveira (2024), constitute the main channels for commercialization and communication with customers of micro and small businesses in the food sector in Brazil.

Moment 2, from June to December 2025, corresponded to the period with structured investment in paid traffic and support from a company specialized in digital marketing. The campaigns on Meta Ads were structured with three objectives: acquisition of new audiences, warming up through re-engagement, and conversion into sales. Additionally, a third sales channel, the 99Food marketplace, was included in November 2025. The division into two moments was not previously planned, but emerged naturally throughout the data collection, when the distinction between periods with and without marketing investment became evident in the analyzed indicators.

Data collection was carried out by the contracted digital marketing company, which managed the campaigns and monitored performance indicators in Moment 2. Instagram data were extracted from monthly reports from the Meta Business Suite, provided by the agency to the establishment. Google My Business data were exported directly from the platform. Billing and order records by channel were obtained from the establishment’s operational control spreadsheets, updated monthly with records from the sales platforms.

Subsequently, all data were consolidated into spreadsheets in Microsoft Excel, organized by period and channel, to allow comparative analysis between the two moments. This data collection and processing procedure is consistent with similar studies on digital marketing strategies in the food sector (Mitroszewski, 2025). The digital strategy of Moment 2 was planned and executed dynamically, with monthly adjustments based on the results obtained in the previous period. Monthly meetings with the agency team evaluated the performance of the past month, reviewed reach, engagement, and conversion indicators, and defined the campaign schedule, publication scripts, and media objectives for the following month.

The digital content production was entirely executed by the marketing agency, including monthly photo sessions at the establishment to capture images of dishes and products, production of institutional videos, editing of materials for social media publication, and creation of creatives used in paid campaigns. The fixed monthly investment contracted with the agency was R$ 2,500.00, covering all management, production, and strategy services, in addition to the variable amount allocated for campaign broadcasting on Meta Ads, which fluctuated monthly according to campaign objectives and performance.

In parallel with paid traffic actions, an organic strategy was implemented to strengthen the establishment’s digital reputation on Google My Business. This initiative consisted of the automated sending of messages via WhatsApp to all customers who placed orders the previous day, asking them to evaluate their experience through a direct link to the establishment’s Google profile. The operational flow involved registering the customer’s contact number on the order integration platform, which was then used for the automatic sending of the message, scheduled daily to occur at 11 AM, the establishment’s opening time.

The data analysis was performed using descriptive statistics, with comparisons of monthly averages, accumulated totals, and percentage variations between the two periods. The indicators analyzed included number of followers, reach, Instagram profile visits, Google My Business views, order volume, total sales (vendas)/ Invoicing (emissão de doc) per channel, and conversion rate of the proprietary digital menu. To evaluate the return on investment (ROI), the investment in paid media (Meta Ads) and the marketing agency’s fees were considered.

When comparing the periods, the possibility of seasonality effects and the entry of the 99Food platform in November 2025 were considered as external variables capable of affecting the distribution of revenue among channels, regardless of the marketing actions adopted. It was not necessary to submit the project to a Research Ethics Committee, as the work did not involve obtaining data from human beings and the anonymity of the studied company was maintained, according to CNS Resolution nº 510/2016.

3. Results and Discussion

The analysis of the results revealed a significant impact of the digital marketing strategies implemented in the fast-food delivery establishment in Salvador, especially regarding the strengthening of its own sales channels and the building of its digital presence. The study compared two distinct periods of 2025: Moment 1 (January to May), without paid media investment, and Moment 2 (June to December), characterized by structured paid traffic campaigns, professional content production, and active digital reputation management. The collected evidence demonstrates that the adoption of these strategies resulted in expressive growth in various indicators, although the competitive scenario of the delivery market imposed additional challenges, especially with the entry of new players.

The establishment, founded in 2019, has consolidated itself as a local reference in oriental cuisine, operating with a team of 13 employees and daily operating hours from 11:00 AM to 10:30 PM. Its differentiation strategy is based on the quality of inputs, speed of delivery, and customer satisfaction. This initial characterization is fundamental to contextualize the size of the business and the challenges inherent in its operation in a market dominated by large intermediary platforms, as discussed by Baesso and Romani-Dias (2023).

Instagram Performance

The performance of the establishment’s Instagram profile showed a significant transformation throughout 2025, evidencing the direct impact of paid traffic strategies. In January 2025, the profile had 4,699 followers. During Moment 1 (January to May), with amateur organic posts and no investment in paid traffic, the follower base grew to 5,728. However, from June onwards, with the implementation of paid traffic campaigns and professional content production, growth accelerated, reaching 7,568 followers in December, representing a 61.1% increase over the year. This result corroborates the literature that points to the frequency of publications and the creativity of content as determining factors for the expansion of the follower base in food sector businesses (Nascimento and Oliveira, 2024).

The average monthly reach of the Instagram profile also showed a significant leap. In Moment 1, the average organic reach was 1,608 people per month. With the start of paid campaigns in Moment 2, this number soared to 36,364 people per month, a multiplier of 23 times compared to the previous period. Throughout Moment 2, the profile accumulated over 1.4 million total impressions, with a monthly average of 204,813 impressions. Profile visits grew by 178.0% between the two moments, reaching a peak of 4,060 visits in September 2025. This data reinforces the effectiveness of paid traffic in expanding digital visibility, as highlighted by Pereira and Justi (2024) and Santos (2024).

In terms of campaign efficiency, the average cost per click (CPC) in Moment 2 was R$0.58, and the cost per thousand impressions (CPM) was R$7.76. These values are considered competitive for the local food segment, as referenced by Mazon (2023). The combination of paid traffic with professional content and a more frequent and creative posting strategy was crucial for boosting engagement and visibility, transforming Instagram into a robust channel for attracting new customers and strengthening the establishment’s brand.

Google My Business Performance

In parallel with the actions on Instagram, the establishment implemented an organic strategy focused on strengthening digital reputation on Google My Business. In Moment 1, no specific action was taken on this platform. However, starting in June 2025 (Moment 2), automated messages began to be sent via WhatsApp to customers who had placed orders the previous day, requesting evaluations of their experience. This initiative had a direct impact on the business’s public perception.

As a result of this strategy, the establishment’s rating on Google evolved from 3.9 to 4.5 stars. This improvement in digital reputation is a critical factor, as establishments with higher ratings tend to be recommended more frequently by platform algorithms, increasing consumer trust and favoring purchase intent (Nonnenmacher, 2023; Opinion Box, 2023). The increase in the rating positioned the establishment in a rating range associated with higher click-through and conversion rates for new customers, as indicated by Harmo and Reclame Aqui (2025).

Monthly profile views on Google Business Profile also showed consistent growth. The monthly average views in Moment 1 (February to May) was 654, while in Moment 2 (June to December) this average rose to 763, representing a growth of 16.6%. The peak in views occurred in December 2025, with 968 accesses. Furthermore, the months of April (83 route requests) and June (72 route requests) recorded the highest volumes of directions, suggesting that the digital visibility generated overflowed into the physical environment, stimulating consumer interest in in-person visits. This demonstrates that active digital reputation management, complementing paid campaigns, contributes to the business’s long-term organic visibility and credibility (Baesso and Romani-Dias, 2023).

Analysis of return on investment

The evaluation of the return on investment (ROI) requires careful analysis, considering different channels and the competitive context. The total investment in digital marketing in Moment 2, which included paid traffic on Meta Ads and agency fees, amounted to R$ 28,251.13. In terms of the establishment’s total sales, there was an increase of R$ 21,833.54 between the two periods, going from R$ 542,023.68 in Moment 1 to R$ 563,857.22 in Moment 2. A superficial analysis of the ROI, comparing only total sales with the investment, would result in a negative value of 22.7%, which could suggest an unfavorable return.

However, this interpretation would be inaccurate, as it does not consider the entry of the 99Food platform in November and December 2025, which significantly redistributed revenues among channels, regardless of marketing actions. Focusing on the performance of the proprietary digital menu, the main target of digital marketing campaigns, a more favorable scenario is observed. The total sales (vendas) of this channel grew from R$ 167,920.68 in Moment 1 to R$ 206,933.42 in Moment 2, generating a gain of R$ 39,012.74. This increase exceeds the total investment made of R$ 28,251.13, indicating a positive financial return when analyzed from the perspective of the channel directly impacted by the strategies.

The volume of orders on the proprietary digital menu also reflected the success of the campaigns, growing from an average of 369 orders per month in Moment 1 to 442 in Moment 2, an increase of 19.8%. The average cost per order generated through this channel was R$ 10.66. Additionally, the average order value evolved from R$ 76.35 to R$ 78.10, suggesting that the campaigns attracted consumers with a higher propensity to spend, as pointed out by Santos (2024). These data demonstrate that the digital marketing strategies were effective in boosting the performance of the proprietary channel, generating a tangible return on investment.

Despite the positive results on the proprietary channel, the conversion rate of the proprietary digital menu dropped from 18.8% in July to 10.7% in December. This trajectory directly coincides with the entry of the 99Food platform into the market in November 2025, which adopted an aggressive strategy of coupons and discounts. This phenomenon illustrates the oligopolistic effect of the sector, where the market power of large platforms can rapidly alter consumer behavior, limiting the gains obtained from direct marketing, as described by the Getúlio Vargas Foundation (2024). Thus, although digital marketing has strengthened the proprietary channel, the structural dependence on intermediary platforms remains a significant challenge.

Structural dependence of intermediary platforms and changes in digital reputation

The research results show that, although digital marketing strategies have strengthened the establishment’s own sales channel, structural dependence on large intermediary platforms persists as a central challenge. iFood remained the highest revenue-generating channel throughout the period, with monthly revenues ranging from R$ 46,907.61 to R$ 91,068.61. The own digital menu, boosted by digital campaigns, showed an upward trend, starting from R$ 22,271.05 in January and reaching a peak of R$ 37,605.57 in September.

However, the entry of the 99Food platform in November 2025 significantly altered the competitive dynamics of the market. 99Food began its operations with a revenue of R$ 19,437.38 in November, jumping to R$ 59,626.12 in December. This amount surpassed the revenue of its own digital menu and approached that of iFood in the same month, demonstrating the speed at which large platforms can capture market share by adopting aggressive entry strategies, such as offering coupons and discounts. This market movement reinforces the oligopolistic nature of the sector, where multinationals dominate and reduce the space for proprietary platforms, undermining the profit power and price determination of small businesses (FGV, 2024).

Despite the redistribution of revenue among channels, the diversification provided by the entry of 99Food generated additional gains, compensating for losses in other channels and increasing the establishment’s total revenue. This phenomenon underscores that external factors, often beyond the establishment’s control, can influence consumer purchasing behavior, reducing the marginal effectiveness of direct marketing actions. This suggests that, although strengthening proprietary channels is financially viable, it is not sufficient to completely eliminate the influence of intermediary platforms on the sector’s competitive dynamics (Baesso and Romani-Dias, 2023).

In summary, the digital marketing strategies implemented produced positive and measurable results in strengthening the proprietary channel, with financial gains that surpassed the cost of investment when analyzed from the perspective of this channel. The combination of paid traffic, professional content production, and active digital reputation management increased the establishment’s competitiveness and favored the diversification of sales channels. However, the competitive environment of the delivery sector imposes structural limits on the commercial autonomy of small businesses, making dependence on intermediary platforms a challenge that is difficult to overcome, even with well-executed digital strategies.

4. Conclusion

This study investigated the influence of digital marketing strategies, especially those associated with paid traffic, on increasing sales in the proprietary channels of a fast-food delivery establishment in Salvador. The comparative analysis between a period without paid media investment and another with structured paid traffic campaigns, professional content production, and digital reputation management revealed significant transformations. A 61.1% growth in Instagram followers was observed, with average monthly reach expanding 23 times and profile visits increasing by 178.0%. In parallel, active digital reputation management on Google My Business raised the establishment’s rating from 3.9 to 4.5 stars, increasing credibility and profile views by 16.6%. In financial terms, the revenue from the proprietary digital menu grew by 23.2%, exceeding the total investment made and indicating a positive financial return for the directly impacted channel. The volume of orders through this channel also increased by 19.8%, and the average order value evolved, suggesting the attraction of consumers with a higher propensity to spend. The main practical contribution of this study lies in the empirical demonstration that the combination of paid traffic, professional content, and digital reputation management strengthens digital presence, enhances competitiveness, and favors the diversification of sales channels for small businesses.

However, the research identified a relevant limitation: the entry of a new intermediary platform into the market, with an aggressive strategy of coupons and discounts, caused a drop in the conversion rate of the proprietary digital menu, evidencing the persistence of the structural dependence of small businesses on large platforms. This phenomenon demonstrates that, even with well-executed digital strategies, the market power of intermediary platforms can limit gains in commercial autonomy. For future studies, it is suggested to extend the analysis period, include comparisons between different establishments, and evaluate the isolated impact of each variable on the financial and competitive performance of small businesses in the delivery market, in order to deepen the understanding of the dynamics of this sector.

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Article originating from the Final Course Work of the Specialization in Marketing of the MBA USP/Esalq

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