DOCSLIB.ORG

Online Food Ordering Solution

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Online Food Ordering Solution Online Food Ordering Solution For Quick-Serve & Fast Casual Restaurants, Enterprises and Aggregators Streamline Food Deliveries, Improvise Operational Efficiency and Enhance Customer Experience Table of Contents 1. Abstract 03 2. Introduction 04 3. The Evolution and The Need 05 4. Market Overview 08 5. The Online Food Ordering App Solution 10 6. Technical Architecture 12 7. Business Model 13 8. About Codiant 14 Abstract The online food delivery landscape is changing. The hearts and stomachs of millennials and mid- dle-aged consumers have become the key drivers to technological progress. Consumers’ rising demand for takeaway food and home delivery from fast-casual and quick service restaurants has eventually shaped the market facet by evoking a single change in process i.e. the effective use of technology or re-engineering that helps in automating the various process steps of order management, delivery and invoicing. In the drive to make this process frictionless, software companies are designing modernized standalone platforms/solutions with differentiating experiences that addresses many of the challenges restau- rants and customers face today. Uniquely, the best Enterprise mobility company comprehends all the prevailing potholes, painpoints, consumers’ preferences and insights while eliminating friction points to deliver a seamless solution that ensures smooth customer as well as vendor experience. The purpose of this whitepaper is to explore the online food delivery service in the current markets like the USA, UK, Australia, France and other global countries. In addition, we would like to shed some light upon the evolution of food delivery where we will examine how it spreaded its roots and slowly became predominant. Based on the responses of the users we will delve deeper how the market forced its segmentation, the rising need, the online solution with a detailed look upon the features and functionalities, the technolo- gy stack involved, and the online food delivery business model stapled with revenue generation lines designed to hit the most structurally vital topics from the perspective of enterprises, startups and aggregators. Keywords: Online Food delivery service, delivery start-ups, market trends, opinions, evolution, need, technical architecture, business model. Introduction The business of delivering restaurant meals to doorsteps is undergoing a rapid change as new online platforms race to capture markets and customers across the America, Asia, Europe, and the Middle East. The ever-increasing population, crowded metro cities and longer travel times have become the drivers for fueling the demand of convenient, ready-to eat and cheaper options of food and groceries delivered at the doorstep. Furthermore, the frictionless growth in a digitally native era has become yet another contributor to deliver an ‘instant gratification’ moment to the customers. Universally considering the urge to satiate this mushrooming need, we as a pioneering technology provider made an attempt to simplify the order booking and delivering process and enhancing the customer experience by building a best-in-class online food ordering solution. Our solution has built-in finesse around the functionality lines such as order booking, order tracking, making payments and reporting plus analytics. With time, as we see future updates rolling amongst the latest technology trends we make sure we adopt new market demands and technology updates and make suitable changes to modernize our ready-to-market and fully customizable product. A seamless, rich in experience, customer-centric designed software is the need of the hour which rules the market for years. Positioning the same focused silos at the heart of software architecture is most vital part of development. We proudly and truly stand to this maxim and streamline development operations to stay viable and achieve growth. Here we take a rundown on the online food order- ing technology platform modules- built after a deep market study with a greater efficiency and a keen eye on brand consisten- cy and growth but before that let’s toggle upon the evolution of food order- ing and the market overview. At-home eating: The evolution of food delivery the race to service business convenience 1 2 3 4 Grocery stores Grocery delivery Prepared groceries Meal deliveries HUBBUB The Need: Ease and Convenience Suddenly the life has become easier with the smartphones. The best part is the apps that come as a solu- tion for every problem that we face in day to day life. When people get stuck in traffic, come late from office, faces the absence of maid or plans to throw an unplanned party – online food ordering apps comes as their rescue. With a few taps, they can search the nearby restaurants, select the menu, order the food and pay online. And the food will be delivered to their doorsteps. Zero Hassles And No Misunderstandings Ordering using the conventional ways like phone can often result in misunderstandings may be due to external disturbances (noise, accent, chaos etc.) at either end. A single mistake while taking the order can create a whole mess in delivering the right order and processing billing. With online food ordering app all these chaos can be resolved since all the preferences are specified directly by the customer, which leads to a hassle-free delivery leaving no room for confusions and misunderstandings. Online Food Ordering is Opened 24/7 An online food ordering business allows you to keep your order taking operations 24/7 ON. Through app customers can schedule a preferred pickup or delivery time as per their convenience in your set business hours, so that when you open your outlet, you already have a to-do list to review and put the action ON. An Online Menu Is Simpler To Manage The real tussle starts when you’ve already got a heap of printed menu and over a course of time, you need to trim down the dishes you no more provide or you tussle to cross the rates of dishes that dynami- cally gets soared due to strikes, rate hike or any other unprecedented reasons. The online menu brings a huge sigh of relief as it gives you the liberty to update any changes hence leaving no room for printed dependencies. Additionally, it allows you to easily test different placements of your dishes in the menu, setup daily offerings or handle items with limited availability. Real Time Location Tracking This feature allows users to track the order delivery process right from placing an order to finding the current status of an order. It provides the option to track the whole status such as when the order is placed, went to kitchen, got prepared, dispatched, and the estimated delivery time left. These keeps the users engaged and gain the trust and credibility. Social Media Friendly Restaurants can open new avenues for revenue generation by adding the functionality of social media shar- ing. Social media provides the opportunity to interact easily and makes sharing effortless. This way the food delivery startups can increase the popularity and online recognition. Classifying the different type of online food delivery services TYPES OF SERVICES EXISTING STARTUPS Online Grocery Delivery E.g. Instacart, Peapod, Amazon Prime, Grofers. Nutritional & Organic Food Delivery E.g. Farmfreshtoyou, Farmboxdirect, Freshdirect Online Corporate Food Delivery E.g. Caviar, Munchery, EatClub, Zesty Online Restaurant Food Delivery E.g. UberEats, Postmates, Zomato, Grubhub Milk and Daily Needs Delivery Service E.g. Suprdaily, Milkbasket, dailyninja, MorningCart Fresh Fruits, Salad and Sprouts delivery E.g. Bigbasket, freshdirect, Grubhub Recipe and Ingredient home delivery service E.g. Blueapron, Gousto, Innerchef Online Event Catering Service E.g. HappyCatering, Caterninja, timetocater Online Night Food Delivery E.g. Latenight, Nightfood Bakery Items Delivery E.g. Bakingo, Freshdirect, Grubhub Market Overview Source: Mckinsey & Company 100% 90% 80% 70% 60% 50% 40% Online food delivery is 30% projected to have an important growth over 20% the next years 10% Online Market 2011 2012 2013 2014 2015 2016 2017 2018E 2019E 2020E How much would be the annual growth rate (CAGR 2019-2023)? United States Source: Statisia, October 2018 12,500 10,000 7,500 5,000 2,500 US Food Delivery Market in million US$ in million 00 2017 2018 2019 2020 2021 2022 2023 Total Restaurant to consumer delivery Platform to consumer delivery IN-SCOPE US Food Delivery Market Meals ordered online Revenue in the Restaurant-to-Consumer Delivery segment amounts to US which are directly $16,162m in 2019. delivered by the restaurant, no Revenue is expected to show an annual growth rate (CAGR 2019-2023) of matter if ordered via 7.2%, resulting in a market volume of US$21,365m by 2023. a platform (e.g. User penetration is 21.1% in 2019 and is expected to hit 25.7% by 2023. Delivery Hero) or a restaurant website The average revenue per user (ARPU) currently amounts to US$232.05. (e.g. Domino's) In global comparison, most revenue is generated in China (US$23,947m in Online orders that 2019). are picked up in the restaurant Australia Revenue in the Online Food Delivery segment amounts to US$1,185m in OUT-OF-SCOPE 2019. Phone orders Revenue is expected to show an annual growth rate (CAGR 2019-2023) of Online meal order 9.8%, resulting in a market volume of US$1,719m by 2023. and delivery both The market's largest segment is Restaurant-to-Consumer Delivery with a carried out by a platform (e.g. market volume of US$1,131m in 2019. Deliveroo) In global comparison, most revenue is generated in China (US$38,411m in Deliveries of 2019). non-processed or non-prepared food Africa & Middle East Revenue in the Online Food Delivery segment amounts to US$1,769m in How much are 2019. people willing to Revenue is expected to show an annual growth rate (CAGR 2019-2023) of pay for food 12.2%, resulting in a market volume of US$2,804m by 2023.
Load more

Recommended publications
  • The Asia Food Challenge Report
    Alexandra Health FOREWORD 2 Foreword The Asia Food Challenge report Rabobank reflects a shared view within It is our shared responsibility and our three organisations that the interest to help accelerate the shift significant challenges facing to a more sustainable agri-food Asia’s agri-food industry create economy through climate-smart an outsized opportunity for ecosystems. With our strong innovation. Simply put, Asia is global network and growing a at a crossroads: huge growth in better world together mission, demand creates an attractive Rabobank strongly believes that opportunity for investment; but partnerships are an essential collective action is required to link in the innovation process in unlock this opportunity. solving Asia’s food challenges. In a nutshell, our shared ideals, shared PwC knowledge and ability to work Now is the time to take concrete together is key to creating a strong steps to address the major food sustainable agri-food chain. challenges we are facing; an issue that hits close to home Diane Boogaard and is central to PwC’s purpose Chief Executive Officer, to build trust in society and Asia, Rabobank solve important problems. Asia is poised to take advantage of Temasek this "perfect storm" although With the growth of the middle- investment currently lags income population in Asia, we behind other markets like the at Temasek see a corresponding United States and parts of demand for more safe, nutritious Europe. Greater collaboration and sustainable food sources. between governments, the We can put our capital to private sector, innovators, good use across the whole financial investors and academia agri-food value chain, from across the food and agriculture increasing farm yields, reducing industry can turn the tide, and the environmental impact of ignite this game-changing farming, to improving the safety, opportunity for all of Asia.
    [Show full text]
  • India Internet a Closer Look Into the Future We Expect the India Internet TAM to Grow to US$177 Bn by FY25 (Excl
    EQUITY RESEARCH | July 27, 2020 | 10:48PM IST India Internet A Closer Look Into the Future We expect the India internet TAM to grow to US$177 bn by FY25 (excl. payments), 3x its current size, with our broader segmental analysis driving the FY20-25E CAGR higher to 24%, vs 20% previously. We see market share likely to shift in favour of Reliance Industries (c.25% by For the exclusive use of [email protected] FY25E), in part due to Facebook’s traffic dominance; we believe this partnership has the right building blocks to create a WeChat-like ‘Super App’. However, we do not view India internet as a winner-takes-all market, and highlight 12 Buy names from our global coverage which we see benefiting most from growth in India internet; we would also closely watch the private space for the emergence of competitive business models. Manish Adukia, CFA Heather Bellini, CFA Piyush Mubayi Nikhil Bhandari Vinit Joshi +91 22 6616-9049 +1 212 357-7710 +852 2978-1677 +65 6889-2867 +91 22 6616-9158 [email protected] [email protected] [email protected] [email protected] [email protected] 85e9115b1cb54911824c3a94390f6cbd Goldman Sachs India SPL Goldman Sachs & Co. LLC Goldman Sachs (Asia) L.L.C. Goldman Sachs (Singapore) Pte Goldman Sachs India SPL Goldman Sachs does and seeks to do business with companies covered in its research reports. As a result, investors should be aware that the firm may have a conflict of interest that could affect the objectivity of this report.
    [Show full text]
  • BIG BASKET About Company
    INDIAN INSTITUTE Of MANAGEMENT RAIPUR BIG BASKET Authors: Vignesh M, Manoj Ram, Nivedhan P, Ramakrishna About Company Big Basket is one of the largest online grocery super market in India. It was founded in 2011 by Hari Menon, VS Sudhakar, V S Ramesh, Vipul Parekh and Abhinay choudari. It has its headquarters in Bengaluru. It operates in more than 30 cities in India. Big basket offers variety of products ranging from fresh fruits, vegetables, Food grains, oil, masala, packaged snacks, beverages, household supplies, healthcare products. It has more than 20000 products and 1000 brands in its catalogue. Customers order groceries through online website which will be delivered to their doorstep. Bigbasket has a valuation of 1.8 Billion dollars. It has reached unicorn status. The investors include Alibaba Group, Abraaj Group, Ascent Capital, Bessemer Venture Partners, Brand Capital, Helion Venture Partners, ICICI Venture, IFC Venture Capital Group, LionRock Capital, Paytm Mall, Sands Capital Management, Sands Capital Ventures, Trifecta Capital and Zodius Capital. COPYRIGHT © 2020 CENTRE FOR DIGITAL ECONOMY, IIM RAIPUR 1 ALL RIGHTS RESERVED BIG BASKET: A Report It has over 10 million customers. Its customers are working people, students, old people who have no time or energy to go to grocery stores, stand in line and buy the necessary products. Big basket helps these people to browse through a huge variety of quality grocery items. Customers can order the required products which will be delivered within 90 minutes for express delivery or next morning for slotted delivery. • Slotted Delivery: Customers can pick a convenient slot when they want their purchase to be delivered • Express Delivery: This service can be availed by customers in cities like Bangalore, Mumbai, Pune, Chennai, Kolkata, Hyderabad and Delhi-NCR .
    [Show full text]
  • Fairwork India Ratings 2020: Labour Standards in the Platform Economy 2 | Fairwork India Ratings 2020
    Labour Standards in the Platform Economy | 1 Fairwork India Ratings 2020: Labour Standards in the Platform Economy 2 | Fairwork India Ratings 2020 Executive Summary As the scale and scope of work mediated by digital platforms has grown in India, so has the number of workers registering on such platforms. This rapid growth has also raised questions about the work conditions that result from digital mediation. As in other parts of the world, platform a cross-sectoral view of working after accounting for costs. Urban workers in India are predominantly conditions, and provides new entrants Company, Flipkart, Grofers, and paid a piece rate (i.e. per task), and are with a glimpse of what to expect from Ola were the exceptions. This typically classified by the platforms platform work. highlights the need for regulation as “independent contractors”, or and worker consultation on as driver / delivery “partners”. One This is the second year of scoring matters of pay. major concern is that such workers platforms using the Fairwork principles do not benefit from labour regulations in India. Last year, twelve platforms, � Workers have little to no social pertaining to wages, hours, working from sectors including ride-hailing, security. While some platforms conditions, and the right to collective e-commerce, food-delivery, and home provide accident insurance, bargaining. Consequently, there is an services, were scored. This year, eleven workers were unclear of the urgent need to examine the nature platforms were scored, with nine being procedures to make claims. of digitally-mediated work and its repeated from the first year. Data from Only two platforms (Urban effect on the livelihoods of millions of multiple sources indicates that, as of Company and Flipkart) were able workers in the country.
    [Show full text]
  • The Future of Mobility Ride-Hailing and New Businesses to Fuel $7Tn+
    EQUITY RESEARCH | June 4, 2019 | 6:25 AM EDT The following is a redacted version of the original report. See inside for details. THE FUTURE OF M BILITY Ride-hailing and new businesses to fuel $7tn+ global mobility market The next 10 years of mobility will bring more change in the way that people and products move than any decade since the invention of the automobile. Emerging technologies and business models like ride-hailing and sharing, autonomous driving and delivery, micro-mobility and even eVTOL (flying cars, finally) stand to disrupt profit pools that we estimate exceed $700bn, and venture backed startups and incumbents will attempt to address over $7tn in spend- ing. Given the size of the opportunity, it should come as no surprise that access to capital has created a hyper competi- tive environment marked by massive operating losses driven by marketing, subsidies, incentives, and capital in- vestment. As this environment matures and rationalizes, we expect consolidation that will lead to profitability, the establishment of category leaders, and significant opportunities for investors. Heath P. Terry, CFA Daniel Powell Piyush Mubayi Frank Jarman David Tamberrino, CFA Adam Hotchkiss +1 212 357-1849 +1 917 343-4120 +852 2978-1677 +1 212 902-7537 +1 212 357-7617 +1 212 902-3941 [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] Goldman Sachs & Co. LLC Goldman Sachs & Co. LLC Goldman Sachs (Asia) L.L.C. Goldman Sachs & Co. LLC Goldman Sachs & Co. LLC Goldman Sachs & Co.LLC Goldman Sachs does and seeks to do business with companies covered in its research reports.
    [Show full text]
  • A New Kind of Conglomerate: Bigtech in China
    NOVEMBER 2018 A NEW KIND OF CONGLOMERATE: BIGTECH IN CHINA INSTITUTE of INTERNATIONAL FINANCE 7 TABLE OF CONTENTS INTRODUCTION..........................................................................................................................................2 TOTAL DIGITAL LIFE....................................................................................................................................2 Chinese Bigtech..............................................................................................................................3 Background on Chinese Bigtechs..................................................................................................4 ROLE AND REACH WITHIN CHINESE ECONOMY....................................................................................7 Financial Services........................................................................................................................................7 Mobile Payments...............................................................................................................8 Credit Rating and Lending................................................................................................9 Wealth Management.......................................................................................................10 Insurance..........................................................................................................................10 Offline Retail.................................................................................................................................11
    [Show full text]
  • Venture Pulse Q1 2018
    Venture Pulse Q1 2018 Global analysis of venture funding 11 April 2018 © 2018 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. #Q1VC 1 Welcome message Welcome to the Q1’18 edition of KPMG Enterprise’s Venture Pulse You know KPMG, you might not Report — a quarterly report highlighting the key trends, opportunities, know KPMG Enterprise. and challenges facing the venture capital (VC) market globally and in key jurisdictions around the world. KPMG Enterprise advisers in member firms around the world are Q1’18 got off to a strong start, with five $1 billion+ mega -rounds, dedicated to working with including two massive deals in Southeast Asia ($2.5 billion to businesses like yours. Whether Singapore -based Grab and $1.5 billion to Indonesia --based Go Jek). you’re an entrepreneur looking to U.S. -based Lyft, Uber and Faraday Futures accounted for the other get started, an innovative, fast mega -rounds. The U.S. continued to be the dominant market for VC growing company, or an established investment, although investors have expanded beyond Silicon Valley company looking to an exit, KPMG to identify investment opportunities. Globally, investors have also Enterprise advisers understand what diversified, making investments in a broader range of locations than is important to you and can help you ever before. navigate your challenges — no Softbank, which announced a $100 billion Vision Fund in 2017, matter the size or stage of your played a big role in a number of this quarter’s largest deals.
    [Show full text]
  • Zomato IPO Takeaways About Zomato Zomato
    Zomato IPO Takeaways About Zomato Zomato is a technology platform that connects customers, restaurant partners and delivery partners, serving their multiple needs. Customers use their platform to search/discover restaurants, read/write reviews and upload photos, order food, book tables and make payments while dining- out. They provide restaurant partners with marketing tools to acquire customers. Their mobile application is the most downloaded food and drinks application in India in each of the last three years since 2018 on iOS Appstore and Google Play combined, as per App Annie’s estimates. According to RedSeer, they are one of the leading Food Services platforms in India in terms of value of food sold, as of December 31, 2020. During Fiscal 2020, 41.5 million average MAU visited their platform in India. Note – Zomato has taken a conscious strategic call to focus only on the Indian market going forward given the large market opportunity in India. www.jstinvestments.com IPO Details Quota – 75% QIB, 15% NII, 10% RII Extremely strong investor interest for anchor book as per the management on the IPO analyst meet (across all categories, FPIs, domestic MFs and Insurance companies) History of Food delivery Indian App Food delivery has seen many exits with only 3 players surviving – Zomato and Swiggy dominate the market with Amazon and other chains/unorganized players accounting for the rest. Examples – Tasty Khana started in 2007 and shut in 2014, Just Eat started in 2008 and shut in 2015, Foodpanda was started in 2012 – was acquired by Ola in 2017 and shut down in 2019, Tiny owl was started in 2014 and shut down in 2016, Scootsy was started in 2014 and was acquired by Swiggy, OlaCafe was started in 2015 and then shut in 2016, Uber Eats was started in 2017 and was acquired by Zomato in 2020.
    [Show full text]
  • Table 1: Indian Unicorns with Chinese Investors ESTIMATED No
    Table 1: Indian Unicorns with Chinese Investors ESTIMATED No. INDIAN COMPANY BRAND NAME CHINESE INVESTOR INVESTMENT OTHER INVESTORS ($ million) Sands Capital, Mirae Asset, Innovative Retail Concepts 1 BigBasket Alibaba Group, TR Capital > 250 Helion Venture Partners, Pvt. Ltd. Bessemer Venture Partners Sequoia Capital, Nasper Ventures, Lightspeed Venture 2 Think and Learn Pvt. Ltd. Byju's Tencent Holdings > 50 Partners, Canadian Pension Plan Investment Board (CPPIB) Softbank Group, The Carlyle 3 Delhivery Pvt. Ltd. Delhivery Fosun > 25 Group, Tiger Global Management Sporta Technologies Pvt. Steadview Capital, Tencent 4 Dream 11 > 150 Ltd. Holdings Tencent Holdings, Microsoft, eBay, Tiger Global 5 Walmart Flipkart > 300 Steadview Capital Management Softbank Group, Tiger Global 6 Hike Messenger Ltd. Hike Tencent Holdings, Foxconn > 150 Management, Matt Mullenweg (developer of WordPress) MakeMyTrip (India) Pvt. 7 MakeMyTrip Ctrip NA Ltd. Tencent Holdings, Steadview Capital, Sailing Softbank Group, Sequoia Capital and China, Eternal Capital, Tiger Global 8 ANI Technologies Pvt. Ltd. Ola > 500 Yield International Ltd, Management, Matrix Partners, China-Eurasian Economic Falcon Edge Capital Co-operation Fund Softbank Group, Lightspeed Didi Chuxing, China Lodging Venture Partners, Sequoia 9 Oravel Stays Pvt. Ltd. Oyo > 100 Group Capital, Greenoaks Capital, Airbnb Paytm E-Commerce Pvt. 10 Paytm Mall Alibaba Group > 150 Softbank Group Ltd. Alibaba Group (Alipay One97 Communications 11 Paytm.com Singapore Holding Pvt. Ltd.), > 400 Softbank Group Ltd. SAIF Partners Softbank Group, Inventus ETechAces Marketing & 12 PolicyBazaar Steadview Capital NA Capital Partners, Tiger Global Consulting Pvt. Ltd. Management Tiger Global Management, Omidyar Network, Norwest 13 Quikr India Pvt. Ltd. Quikr Steadview Capital NA Venture Partners, Nokia Growth Partners 14 Rivigo Services Pvt.
    [Show full text]
  • Online Grocery Foreword 02
    THE TETRA PAK INDEX ISSUE 11 / 2018 INSIGHTS & OPPORTUNITIES Online Grocery foreword_02 Thoughts from Dennis Welcome to the 11th annual Tetra Pak This year’s Tetra Pak Index provides insights Packaging has a key role to play in all of this. Index, which focuses on the rise of online into this new omnichannel world of grocery It’s part and parcel of home delivery, impacting grocery and the unique opportunities it shopping. It’s based on consumer research significantly on both customer satisfaction presents for the food and drink industry. conducted in five countries, plus interviews with and logistics (light weight and space efficiency e-retailers in North America, Europe and China, are key factors). And while its primary purpose The power of the internet is transforming and a global market segmentation study. will always be one of protection and the grocery trade, just as it has revolutionised preservation, it now offers rich potential for so many other retail sectors. There were some It highlights four key trends. Convenience, personalisation and a consumer experience initial challenges. But with most of these now which is driving online demand in all that can both surprise and delight. Thanks addressed, online grocery shopping is on an geographies, as consumers look for ways to smart technology, every package sold unstoppable march, taking an ever-greater to make their time-crunched lives easier. can now carry a unique digital identifier, share of the food retail market. Technology, which is transforming both creating the opportunity for direct one-to-one supply chains and the consumer experience.
    [Show full text]
  • The Plant-Based REVOLUTION March 2018
    32 Pleasant Street Sherborn, MA 01770 www.silverwoodpartners.com CONSUMER The Plant-Based REVOLUTION March 2018 Jonathan Hodson-Walker Lars Hem 508.651.2194 508.651.2110 [email protected] [email protected] Gwendalyn Moore Chuck Slotkin 508.651.8134 508.651.2194 [email protected] [email protected] MEMBER FINRA AND SIPC SILVERWOOD PARTNERS A specialized boutique investment bank focused on transaction advisory across three core industries TECHNOLOGY CONSUMER HEALTHCARE • Mobile & Wireless • Food and Beverage Products • HC Information Technology • LOHAS • Internet of Things (IoT) • HC Information Services • Natural • Big Data & Analytics • Organic • Technology Enabled Services • Augmented & Virtual Reality • Functional • Outsourced Medical Device • Artificial Intelligence • Active Lifestyle Products Technology • Media & Consumer Technology • Performance Apparel • OTC/Consumer/Pharma • Sports Equipment COPYRIGHT SILVERWOOD PARTNERS 2001-2018 PAGE 2 SPECIALIZED INVESTMENT BANK – GLOBAL FOCUS Silverwood combines Tier I transaction advisory capabilities with a global focus: • Clients and active contacts in the Americas, Europe and Asia Pacific • Deep expertise in cross border transactions – understand the complexities and intricacies involved in executing complex, cross border deals Representative Silverwood Engagements and Clients COPYRIGHT SILVERWOOD PARTNERS 2001-2018 PAGE 3 THE SILVERWOOD INVESTMENT BANKING TEAM Jonathan Hodson-Walker Lars E. Hem Founder, Managing Partner Managing Director • 25+
    [Show full text]
  • Unleashing India's Textile Talent
    26 COVER STORY Designing an intricate growth strategy for the future by India Inc. Staff 24 PROFILE Smriti Irani: The politician weaving her own magic 11 FACE TO FACE Food processing is India’s sunrise sector with Harsimrat Kaur Badal, India’s Food Processing Minister 69 GUEST COLUMN Unleashing India’s France and Karnataka: A lasting partnership by Jean-Marc Fenet, Textile Talent Embassy of France, New Delhi Published by September 2017 FROM THE TOP UNLEASHING INDIA’S TEXTILE TALENT he Indian textiles industry is a $100-billion to use India both as a sourcing base as well as Tgiant, which employs about 50 million a market for their products. Manoj Ladwa is the people, making it the country’s largest employer Wages are rising in China, diminishing the Chief Executive of in the organised sector. It is also one of competitive edge of its producers, many of India Inc. the largest contributors to the export trade, whom are contract robbers for large Western @manojladwa accounting for nearly 15 per cent of India’s total buyers. These American and European exports. This 5,000 year old industry is principals, as well as many Chinese companies, arguably also the oldest in the world. So, it are now looking for other destinations to move might appear a bit strange for me to then call their factories. It is the perfect opportunity for this moulting giant a sunrise sector – until you India to step up its game and capitalise on this realise that the headline figures, as impressive shift in the global market.
    [Show full text]