Inventory of Shared Mobility Services in the Dayton Region
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KMO170129 Delivery Whitepaper
THE REVENUE ENGINE 5 Factors Fueling the Takeoff of Delivery & Takeout Fasten your menus! More and more restaurants are jumpstarting business with help from takeout and delivery services. From a trickle of dine-in foot traffic to the fast lane of to-go orders, sales are picking up speed thanks to this turbo-charged trend. 1. ACCELERATING DEMAND A decline in foot traffic for 6 quarters in a row has compelled Drawn to its easy accessibility and convenient meal solutions, restaurants to find a way to turn the corner on customer millennials in particular are driving the delivery and takeout acquisition and retention. Takeout and delivery have proven trend to new heights. On the mark for their on-the-go to be a reliable road to increased sales, exponentially lifestyles, delivery and takeout meet the millennial need for expanding the reach of restaurants and allowing them to speed, as technology streamlines the order and payment accommodate even more customers than their dining rooms process and removes the roadblock of human interaction. can accommodate. QUICK BITE: Chains like Papa John’s and Domino’s that excel at delivery are RUNNING pulling ahead in sales.1 THE NUMBERS average rate at which estimated value of $ 5X consumers surveyed 2016 global food 114 2 /mo. purchase takeout1 billion delivery market of consumers surveyed order more often % purchase takeout 10x % from fast casual 1 19 per month 49 restaurants1 order fast food of all restaurant visits % to-go more % consisted of to-go 79 often1 61 orders in 20163 DID YOU KNOW? Pizza Hut is grabbing a bigger slice of the delivery and takeout pie. -
The Promise of Platform Work: Understanding the Ecosystem
Platform for Shaping the Future of the New Economy and Society The Promise of Platform Work: Understanding the Ecosystem January 2020 This white paper is produced by the World Economic Forum’s Platform for Shaping the Future of the New Economy and Society as part of its Promise of Platform Work project, which is working with digital work/services platforms to create strong principles for the quality of the work that they facilitate. It accompanies the Charter of Principles for Good Platform Work. Understanding of the platform economy has been held back by two key issues: lack of definitional clarity and lack of data. This white paper focuses on definitional issues, in line with the objectives of our Platform Work project. It maps the different categories of digital work/service platform and the business-model-specific and cross-cutting opportunities and challenges they pose for workers. It is designed to help policymakers and other stakeholders be more informed about such platforms and about the people using them to work; to support constructive and balanced debate; to aid the design of effective solutions; and to help established digital work/services platforms, labour organisations and others to build alliances. While this paper provides some data for illustrative purposes, providing deeper and more extensive data to close the gaps in the understanding of the platform economy is beyond the current scope of this project. We welcome multistakeholder collaboration between international organisations, national statistical agencies and digital work/services platforms to create new metrics on the size and distribution of the platform economy. This report has been published by the World Economic Forum. -
SLIM CHICKENS FALL 2021 on the COVER When Chicken Wings Are in Short Supply, FALL 2021 Boneless Alternatives Can Stand In
MENU MUST-HAVES MONEY MOVES MEETING THE MOMENT FOOD FANATICS TAKE THAT Limited Time Only 2.O EARTH MATTERS Umami is the punch menus welcome, Make bank with smarter LTO, Restaurateurs on climate change, page 12 page 51 page 65 SLIM CHICKENS SLIM FALL 2021 FALL CHICKENS WING STAND-INS STEP UP ON THE COVER When chicken wings are in short supply, FALL 2021 boneless alternatives can stand in. Add some thrill Sharing the Love of Food—Inspiring Business Success See page 30. MENU MUST-HAVES MONEY MOVES to your bar & grill. PILE IT ON THE SMARTER WAY TO LTO From sports bars to chef-driven concepts, Make bank with aggressive limited- over-the-top dishes score. time- only options. 5 51 ™ ® SIDEWINDERS Fries Junior Cut Featuring Conquest Brand Batter TAKE THAT THE POWER OF TWO Umami is the punch that diners welcome. Get an edge by pairing up with a brand. 12 54 KNEAD-TO-KNOW PIZZA FLEX YOUR MENU MUSCLE Light clear coat batter Innovation in dough and toppings rise Strategic pricing can benefit the lets the potato flavor when there’s time on your hands. bottom line. shine through 22 58 CHANGE IT UP ON THE FLY 5 ways to step up your SEO. How boneless wings can take off when 61 Unique shape for wings are grounded. Instagram-worthy 30 presentations MEETING THE PLENTY TO BEER MOMENT Complex flavors demand suds that can stand up and complement. EARTH MATTERS 40 Restaurateurs respond to the menu’s role in climate change. TREND TRACKER 65 Thicker cut and clear Homing in on what’s coming and going. -
To the Strategy of Amazon Prime
to the strategy of Amazon Prime “Even if a brick and mortar store does everything right, even if the store is exactly where you parked your car and it puts the thing you want right in the window and is having a sale on it that day— if you’re a Prime customer, it’s easier to buy from Amazon.” Mike Shatzkin, CEO of The Idea Logical Company Side 2 af 2 Overview: Main points and conclusions • Amazon is the world’s leading e- third of Amazon’s turnover in the commerce business with an annual US derives from Prime member- turnover of more than 100 billion ships. Prime is also an important USD and its growth is still expo- part of Amazon’s strategy for the nential. At the same time, Amazon future that revolves around a com- is one of the world’s leading sub- plete disruption of the interplay scription businesses with Amazon between e-commerce and retail Prime. The service is believed to and a domination of the same-day have above 80 million members delivery market. worldwide. • To win the position as the same- • Amazon prime is considered a sig- day delivery dominator in the mar- nificant part of Amazon’s great ket, Amazon has entered the mar- success. Amazon Prime members ket for groceries in the US. Ama- pay an annual sum of 99 USD or a zonFresh delivers groceries and monthly sum of 10.99 USD and get other goods directly to the cus- free two-day delivery on more than tomer’s doorstep on the same day 15 million different items. -
Final Debriefing About Case N. 16 Amazon (State N. and Name of the Selected Company) Analyzed by Alfonso - Name –Navarro Miralles- Surname
Final debriefing about case n. 16 Amazon (state n. and name of the selected company) Analyzed by Alfonso - name –Navarro Miralles- surname Scientific articles/papers State at least n.1 scientific article/paper you selected to support your analysis and recommendations N. Title Author Journal Year, Link number 1. 17/06/2017 https://www.elconfidencial.com/tecnologia/2017-06-17/amazon-whole-foods-supermercados-amazon-go_1400807/ 2. 2/06/2020 https://r.search.yahoo.com/_ylt=AwrP4o3VEdleYUMAKhxU04lQ;_ylu=X3oDMTByZmVxM3N0BGNvbG8DaXIyBHBvcwMxBHZ0aWQDBHNlYwNzYw- -/RV=2/RE=1591312982/RO=10/RU=https%3a%2f%2flahora.gt%2famazon-coloca-sus-bonos-al-interes-mas-bajo-jamas-pagado-por-una-empresa-en-ee- uu%2f/RK=2/RS=Zx5.zD_yM_46ddGLB3MWurVI_Yw- 3. 2/04/2019 https://r.search.yahoo.com/_ylt=AwrJS5g3EtleXmwAKj9U04lQ;_ylu=X3oDMTByaW11dnNvBGNvbG8DaXIyBHBvcwMxBHZ0aWQDBHNlYwNzcg-- /RV=2/RE=1591313079/RO=10/RU=https%3a%2f%2fwww.merca20.com%2famazon-lanzo-una-agresiva-estrategia-de-mercadotecnia-en-whole- foods%2f/RK=2/RS=iypqQZFlpG12X9jM7BsXb1VPVx8- Describe the company’s strategic profile and its industry Applying the tools of analysis covered in the whole textbook, identify and evaluate the company’s strategic profile, strategic issues/problems that merit attention (and then propose, in the following section, action recommendations to resolve these issues/problems). Jeff Bezos founded the electronic commerce company Amazon in 1995, a name chosen for his taste for the Amazon River. Their service was somewhat novel to netizens, resulting in the increase in visits fastly. Only in the first month of operation, and to Bezos' own happiness, had books been sold in all corners of the United States. Months later it reached 2,000 daily visitors, a figure that would multiply abysmally in the next year. -
NGA Retailer Membership List October 2013
NGA Retailer Membership List October 2013 Company Name City State 159-MP Corp. dba Foodtown Brooklyn NY 2945 Meat & Produce, Inc. dba Foodtown Bronx NY 5th Street IGA Minden NE 8772 Meat Corporation dba Key Food #1160 Brooklyn NY A & R Supermarkets, Inc. dba Sav-Mor Calera AL A.J.C.Food Market Corp. dba Foodtown Bronx NY ADAMCO, Inc. Coeur D Alene ID Adams & Lindsey Lakeway IGA dba Lakeway IGA Paris TN Adrian's Market Inc. dba Adrian's Market Hopwood PA Akins Foods, Inc. Spokane Vly WA Akins Harvest Foods- Quincy Quincy WA Akins Harvest Foods-Bonners Ferry Bonner's Ferry ID Alaska Growth Business Corp. dba Howser's IGA Supermarket Haines AK Albert E. Lees, Inc. dba Lees Supermarket Westport Pt MA Alex Lee, Inc. dba Lowe's Food Stores Inc. Hickory NC Allegiance Retail Services, LLC Iselin NJ Alpena Supermarket, Inc. dba Neimans Family Market Alpena MI American Consumers, Inc. dba Shop-Rite Supermarkets Rossville GA Americana Grocery of MD Silver Spring MD Anderson's Market Glen Arbor MI Angeli Foods Company dba Angeli's Iron River MI Angelo & Joe Market Inc. Little Neck NY Antonico Food Corp. dba La Bella Marketplace Staten Island NY Asker's Thrift Inc., dba Asker's Harvest Foods Grangeville ID Autry Greer & Sons, Inc. Mobile AL B & K Enterprises Inc. dba Alexandria County Market Alexandria KY B & R Stores, Inc. dba Russ' Market; Super Saver, Best Apple Market Lincoln NE B & S Inc. - Windham IGA Willimantic CT B. Green & Company, Inc. Baltimore MD B.W. Bishop & Sons, Inc. dba Bishops Orchards Guilford CT Baesler's, Inc. -
YELP INC. (Exact Name of Registrant As Specified in Its Charter)
Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 Form 10-K x ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2018 OR ¨ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission file number: 001-35444 YELP INC. (Exact name of Registrant as specified in its charter) Delaware 20-1854266 (State or other jurisdiction of incorporation or organization) (I.R.S. Employer Identification No.) 140 New Montgomery Street, 9 th Floor San Francisco, California 94105 (Address of principal executive offices) (Zip Code) Registrant’s telephone number, including area code: (415) 908-3801 Securities registered pursuant to Section 12(b) of the Act: Title of Each Class Name of Each Exchange on Which Registered Common Stock, par value $0.000001 per share New York Stock Exchange LLC Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. YES x NO ¨ Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. YES ¨ NO x Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. -
FUTURE of FOOD a Lighthouse for Future Living, Today Context + People and Market Insights + Emerging Innovations
FUTURE OF FOOD A Lighthouse for future living, today Context + people and market insights + emerging innovations Home FUTURE OF FOOD | 01 FOREWORD: CREATING THE FUTURE WE WANT If we are to create a world in which 9 billion to spend. That is the reality of the world today. people live well within planetary boundaries, People don’t tend to aspire to less. “ WBCSD is committed to creating a then we need to understand why we live sustainable world – one where 9 billion Nonetheless, we believe that we can work the way we do today. We must understand people can live well, within planetary within this reality – that there are huge the world as it is, if we are to create a more boundaries. This won’t be achieved opportunities available, for business all over sustainable future. through technology alone – it is going the world, and for sustainable development, The cliché is true: we live in a fast-changing in designing solutions for the world as it is. to involve changing the way we live. And world. Globally, people are both choosing, and that’s a good thing – human history is an This “Future of” series from WBCSD aims to having, to adapt their lifestyles accordingly. endless journey of change for the better. provide a perspective that helps to uncover While no-one wants to live unsustainably, and Forward-looking companies are exploring these opportunities. We have done this by many would like to live more sustainably, living how we can make sustainable living looking at the way people need and want to a sustainable lifestyle isn’t a priority for most both possible and desirable, creating live around the world today, before imagining people around the world. -
The Challenges of Online Grocery
EARLY SIGNS OF COST CHALLENGES TO ONLINE GROCERY. JANUARY 2018 THE CHALLENGES OF ONLINE GROCERY JANUARY 2018 On Friday, November 3, 2017, Amazon Fresh according to Bloomberg’s Ellen Huet. She elaborates customers in “select zip codes” across the US that once the higher cost structure is accounted for, received the news that their delivery service would “…it’s unclear where the margin comes from.”8 be terminated. Jack O’Leary of Planet Retail RNG noted, “AmazonFresh has always been an COMPOSITION OF ADDED COSTS OF ONLINE GROCERY economically challenging program to operate without scale,” and, “That scale is tough to reach in (% OF TOTAL) Grocery Home many areas.”1 Rival services such as Peapod and Store Delivery Mailed Instacart have encountered similar struggles to date. Curbside From Meal Kit Cost Driver Pickup Warehouse Service In fact, Peapod was only profitable in three of its 12 markets in 2016 and, on a recent conference call, Jeff Added 14.0% 11.2% Carr, the CFO of Peapod’s parent company Ahold Warehousing Delhaize, remarked, “We’re not happy with Peapod’s Store Shopping 28.9% performance, but we feel confident we’ll be able to Labor improve that performance.”2, 3 Meanwhile, Instacart, Order Assembly 50.4% which delivers groceries from a network of Expenses independent physical stores, is “unit profitable” in Home Delivery 39.5% ten of their 19 markets, meaning that an average Expenses order is profitable in ten markets and unprofitable in Other 71.1% 46.5% 38.4% the other nine.4 This is before overhead expenses Expenses such as corporate administration, marketing, and Source: Sinha, Amithabh and Paul Weitzel. -
Grocery: the Evolution Has Only Just Begun
Grocery: The Evolution Has Only Just Begun Grocery: The Evolution Has Only Just Begun 3 Contents Introduction 02 The Good, The Bad & The Ugly 03 Apocalypse to Relevance 05 BOPIS 07 Grocery Store of the Future 09 WD Grocery Case Studies 11 Methodology 15 Grocery: The Evolution Has Only Just Begun 1 The Good, Introduction The Bad and No matter how meatless meat becomes, how many meal kits rise to The Ugly fame, or how much traffic BOPIS brings, there is one thing that will always be certain in the grocery industry: customers have to eat. We can’t live without food, which means we cannot live without the venues that provide it. And despite the fact that the grocery industry as a whole has remained relatively stable since its conception, we cannot deny that the way we acquire our groceries has been shifting dramatically over the past ten years. Not only can we still get our groceries the old-fashioned way (by walking through the aisles and grabbing anything that sounds good), we can now receive them via home delivery, through BOPIS, and even at cashierless stores. For even more convenience, we can order online; home delivery and pickup services were available to 90% of all the households in the U.S., up from 81% in 2018.¹ Grocery has a lot to think about, but that’s a good thing. Because food is so popular–and necessary–it isn’t going anywhere. As part of our research efforts, we’ve talked to more than 11,000 consumers in order to find out what they want when it comes to the evolution of grocery. -
Peapod Refer a Friend Promo Code
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Food Delivery Platforms: Will They Eat the Restaurant Industry's Lunch?
Food Delivery Platforms: Will they eat the restaurant industry’s lunch? On-demand food delivery platforms have exploded in popularity across both the emerging and developed world. For those restaurant businesses which successfully cater to at-home consumers, delivery has the potential to be a highly valuable source of incremental revenues, albeit typically at a lower margin. Over the longer term, the concentration of customer demand through the dominant ordering platforms raises concerns over the bargaining power of these platforms, their singular control of customer data, and even their potential for vertical integration. Nonetheless, we believe that restaurant businesses have no choice but to embrace this high-growth channel whilst working towards the ideal long-term solution of in-house digital ordering capabilities. Contents Introduction: the rise of food delivery platforms ........................................................................... 2 Opportunities for Chained Restaurant Companies ........................................................................ 6 Threats to Restaurant Operators .................................................................................................... 8 A suggested playbook for QSR businesses ................................................................................... 10 The Arisaig Approach .................................................................................................................... 13 Disclaimer ....................................................................................................................................