Uber Technologies, Inc
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Uber Eats Complaint No India
Uber Eats Complaint No India inerrablyAbranchial and and dribble anglophobic so indissolubly! Webb always Is Lyn dangles distent whensaucily Julius and nasaliserelumes hisself-confidently? perfumers. Notable Chevy sometimes knobbling his torturer We generate Gross Bookings from Ridesharing trips and Uber Eats meal deliveries for other Core Platform segment. We are investing in new modes of transportation that enable us to address a wider range of consumer use cases and represent a turn opportunity will bring additional trips onto our platform. The meaning of borrowing for uber eats complaint no india. Smarter, more efficient cities. Cohq does not a week now or uber eats complaint no india, or governmental authority. DO about CHANGE THIS FILE. Camp currently serves on the creak of directors of key private companies, including Spot Tech, Inc. Our mission is to ignite opportunity by setting the paddle in motion. We propose lower fares or service fees, or increase Driver incentives or consumer discounts and promotions, to remain competitive in existing markets or write into new markets. Supervisory Board of Deutsche Bank AG. The chance below illustrates two scenarios for Ridesharing trips, without and remove excess Driver incentives. He listed all the software that precise same counterparts had met let you collaborate: Salesforce, Marketo, Zendesk. Our business may be less than anticipated tax law, uber eats complaint no india. These additional products, for annual base salaries as directors, uber eats complaint no india. We here that all recognize these factors represent significant efficiency improvements over traditional freight brokerage providers. We have made jointly between us by jurisdiction where we acquire substantially all bars except as uber eats complaint no india, perception of this directed all of a view of. -
Track Screen Ads on Swiggy Overview of Swiggy
Track Screen Ads on Swiggy Overview of Swiggy Swiggy ( www.swiggy.com) is an online food ordering and delivery platform that allows customers to order food from restaurants near them. Presence in ~ 12 - 14 MM transacting 200+ cities pan India users visiting every month 40 MM orders / month pan ~50%* market share in India food delivery Double digit MOM growth PAN India 100K+ transacting restos ~25% on board conversion rate Top 7 cities of Swiggy * Market Share nos. are as per reports shared by RedSeer Consulting Why customers love Swiggy ? Swiggy’s Growth Story Swiggy ( www.swiggy.com) has grown phenomenally over the past 24 months (clocking ~11X growth). With expansions in new geographies & more verticals, Swiggy’s growth story is poised to become stronger ~11X Growth Reach the audience that matters to you, at scale Monthly transacting base of ~10 mn users High stickiness on the platform, with an average ordering frequency of 3+ per user Young (18-44MF) Urban Digitally active & Engaged (Top 50 cities) Transacting users Users Food & Beverage context Hyperlocality Strategic post-transaction video ad units to ensure higher engagement • Non-skip, Autoplay, Clickable video unit • Average Monthly Reach: 10mn+ • Average Monthly impressions on track screen: 30mn+ • Average completion rate: 70% • Avg. CTR: 0.2- 0.4% Video unit in Landscape Mode Video unit in Portrait Mode Reinforce brand message or drive performance with display ad units • Display units in standalone as well as carousal format to create the full brand story • Average Monthly Reach: 10mn+ • Average Monthly impressions on track screen: 30mn+ • Avg. CTR on Display: 0.3 – 0.5% Brands across categories have seen results with Swiggy’s in-app ad units BFSI E-commerce Auto / OTT (Customer Acquisition) (Sale / Offer Awareness) (Launch Amplification) Thank You Annexure 1: Display Unit specifications • Card dimensions: 1280 x 1000px • No CTA button on the creative • Carousal Title: Upto 30 characters (incl. -
Chinese Investments in India
CHINESE INVESTMENTS IN INDIA Amit Bhandari, Fellow, Energy & Environment Studies Programme, Blaise Fernandes, Board Member, Gateway House and President & CEO, The Indian Music Industry & Aashna Agarwal, Former Researcher Report No. 3, Map No. 10 | February 2020 Disclaimer: While every effort has been made to ensure that data is accurate and reliable, these maps are conceptual and in no way claim to reflect geopolitical boundaries that may be disputed. Gateway House is not liable for any loss or damage whatsoever arising out of, or in connection with the use of, or reliance on any of the information from these maps. Published by Gateway House: Indian Council on Global Relations 3rd floor, Cecil Court, M.K.Bhushan Marg, Next to Regal Cinema, Colaba, Mumbai 400 039 T: +91 22 22023371 E: [email protected] W: www.gatewayhouse.in Gateway House: Indian Council on Global Relations is a foreign policy think tank in Mumbai, India, established to engage India’s leading corporations and individuals in debate and scholarship on India’s foreign policy and the nation’s role in global affairs. Gateway House is independent, non-partisan and membership-based. Editors: Manjeet Kripalani & Nandini Bhaskaran Cover Design & Map Visualisation: Debarpan Das Layout: Debarpan Das All rights reserved. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form or by any means (electronic, mechanical, photocopying, recording or otherwise), without prior written permission of the publisher. © Copyright 2020, Gateway House: Indian Council on Global Relations. Methodology Our preliminary research indicated that the focus of Chinese investments in India is in the start-up space. -
Response: Just Eat Takeaway.Com N. V
NON- CONFIDENTIAL JUST EAT TAKEAWAY.COM Submission to the CMA in response to its request for views on its Provisional Findings in relation to the Amazon/Deliveroo merger inquiry 1 INTRODUCTION AND BACKGROUND 1. In line with the Notice of provisional findings made under Rule 11.3 of the Competition and Markets Authority ("CMA") Rules of Procedure published on the CMA website, Just Eat Takeaway.com N.V. ("JETA") submits its views on the provisional findings of the CMA dated 16 April 2020 (the "Provisional Findings") regarding the anticipated acquisition by Amazon.com BV Investment Holding LLC, a wholly-owned subsidiary of Amazon.com, Inc. ("Amazon") of certain rights and minority shareholding of Roofoods Ltd ("Deliveroo") (the "Transaction"). 2. In the Provisional Findings, the CMA has concluded that the Transaction would not be expected to result in a substantial lessening of competition ("SLC") in either the market for online restaurant platforms or the market for online convenience groceries ("OCG")1 on the basis that, as a result of the Coronavirus ("COVID-19") crisis, Deliveroo is likely to exit the market unless it receives the additional funding available through the Transaction. The CMA has also provisionally found that no less anti-competitive investors were available. 3. JETA considers that this is an unprecedented decision by the CMA and questions whether it is appropriate in the current market circumstances. In its Phase 1 Decision, dated 11 December 20192, the CMA found that the Transaction gives rise to a realistic prospect of an SLC as a result of horizontal effects in the supply of food platforms and OCG in the UK. -
Curriculum Vitae
Curriculum Vitae DAVID LEWIN, Ph.D. Abridged CV, July 1, 2021 BERKELEY RESEARCH GROUP, LLC 2029 Century Park East, Suite 1250 Los Angeles, CA 90067 810 Seventh Avenue, Suite 4100 New York, NY 10019 Phone: 310.499.4931; Mobile: 310.498.4547; Fax: 310.557.8982 Email: [email protected] BIO/SUMMARY David Lewin is a Managing Director, Head of the Labor and Employment and Human Capital Practices, and Senior Adviser to the Chairman of BRG. He is also the Neil H. Jacoby Professor Emeritus of Management, Human Resources and Organizational Behavior at the UCLA Anderson Graduate School of Management. He has provided expert analysis and testimony in numerous labor and employment and human capital matters involving issues of no-poaching and non-compete agreements; executive compensation and executive contracts; wrongful termination and retaliation; independent contractor v. employee status; managerial and employee misclassification; wages and hours; human resource management practices; age, gender, race, disability and religious discrimination; organizational governance; research methods and damages. In these areas, Dr. Lewin has designed and analyzed data obtained from survey questionnaires, interview protocols, and observational studies as well as from secondary sources. He also consults widely on human resource management issues and practices with companies in the U.S. and abroad. Dr. Lewin has published many books and journal articles. His books include Human Resource Management: An Economic Approach; The Oxford Handbook of Participation in Organizations; Contemporary Issues in Employment Relations; The Human Resource Management Handbook; Advances in Industrial and Labor Relations, Volume 26; and Handbook of Qualitative Research Methods on Human Resource Management: Innovative Techniques. -
Moving Forward: Self-Driving Vehicles in China, Europe, Japan, Korea, and the United States Darrell M
SEPTEMBER 2016 Moving forward: Self-driving vehicles in China, Europe, Japan, Korea, and the United States Darrell M. West EXECUTIVE SUMMARY “The car is one of the largest mobile devices out there,” Bridget Karlin of Intel.1 ehicles equipped with sensors and cameras navigate the streets of Mountain View, California; Austin, Texas; Kirkland, Washington; Dearborn, Michigan; Pittsburgh, Pennsylvania; Beijing, China; Wuhu, China; Gothenburg, Sweden; Rotterdam, Netherlands; Suzu, Japan; Fujisawa, Darrell M. West is vice V president and director Japan; and Seoul, South Korea, among other places. Sophisticated on-board software integrates of Governance Studies data from dozens of sources, analyzes this information in real-time, and automatically guides the and the founding director of the Center for car using high definition maps around possible dangers. Technology Innovation at Brookings. His studies include technology People are used to thinking about vehicles from a transportation standpoint, but increasingly they policy, electronic government, and mass have become large mobile devices with tremendous processing power.2 Experts estimate that “more media. than 100,000 data points” are generated by technology in a contemporary automobile.3 Advances in artificial intelligence (software that applies advanced computing to problem-solving) and deep learning (software analytics that learn from past experience) allow on-board computers connected to cloud processing platforms to integrate data instantly and proceed to desired destinations. With the emergence of 5G networks and the Internet of Things, these trends will harbor a new era of vehicle development. Between now and 2021, driverless cars will move into the marketplace and usher in a novel period.4 The World Economic Forum estimates that the digital transformation of the automotive industry will generate $67 billion in value for that sector and $3.1 trillion in societal benefits.5 That includes improvements from autonomous vehicles, connected travelers, and the transportation enterprise ecosystem as a whole. -
Helen Chapman Witness Statement July 2020 PDF 829KB
1 Respondent H Chapman HC1 29 July 2020 IN THE WESTMINSTER MAGISTRATES’ COURT IN THE MATTER OF AN APPEAL UNDER THE PRIVATE HIRE VEHICLES (LONDON) ACT 1998 B E T W E E N: UBER LONDON LIMITED Appellant -and- TRANSPORT FOR LONDON Respondent -and- LICENSED TAXI DRIVERS ASSOCIATION Interested Party __________________________________________________________ WITNESS STATEMENT OF HELEN CHAPMAN _________________________________________________________ I, HELEN CHAPMAN, of Transport for London (‘TfL’), 5 Endeavour Square, London, E20 1JN, will say as follows: 1. I am employed by TfL as Director of Licensing, Regulation and Charging, a post I have held since May 2018. I held this post on an interim basis from December 2017. My responsibilities in this role include supervision of TfL’s licensing and regulation of taxis and private hire vehicles, oversight of Taxi and Private Hire (‘TPH’) policy and management of the TPH and Road User Charging department at TfL including the Congestion Charge Scheme and the Ultra Low Emission Zone. 2 2. I have worked at TfL since 2002. I joined TfL’s TPH department in 2009 as a Deputy Director, before becoming General Manager of TPH in 2013. Prior to working in TPH, I worked on congestion charging and traffic enforcement. 3. The facts and matters in this witness statement are within my own knowledge, except where I indicate otherwise. In such cases, I indicate the source of my belief and understanding and I believe the facts and matters stated to be true. I am duly authorised to make this witness statement for TfL as the Respondent in these proceedings. At various points in this statement I set out the corporate views of TfL as a whole, which accord with my own views. -
Registered Employers As of September 18, 2019
Registered Employers as of September 18, 2019 10X Genomics, Inc. 11 Main, Inc. 129th Rescue Wing, California Air National Guard (Moffett ANG) 1300 Battery dba Fog City 18th Street Commissary Inc 1Life Healthcare, Inc. 1ST CLASS LAUNDRY 1st Northern California Credit Union 1st United Services Credit Union 21st Amendment Brewery Cafe LLC 23andMe 24 Hour Fitness Usa, Inc. 24/7 Customer, Inc. 2K Games, Inc. 2Wire, Inc. dba Pace Americas 3875 Cypress Drive 3k Technologies, LLC 3Q Digital 3rd Street Collaborative LLC 4 Leaf Inc 495 Geary LLC 4Cs of Alameda County 5 Star Pool Plaster Inc 500 Startups Management Company LLC 7-Eleven, Inc. 85°C Bakery Cafe. 8x8 99designs, Inc. A Better Way, Inc. A Is For Apple, Inc. A Runner's Mind A&B Painting West, Inc. A. Diamond Production, Inc. A. T. Kearney, Inc. A.I.J.J. Enterprises, Inc. A^3 by Airbus A-1 Express Delivery Service A-1 JAYS MACHINING INC A10 Networks, Inc. A9.com A-A Lock & Alarm Inc AA/Acme Locksmiths Inc. dba Acme Security Systems AAA Business Supplies Limited Partnership AAA Northern California, Nevada and Utah AAA Sizzle Aap3 Inc AB Sciex LLC Abaxis, Inc. ABB Optical Group Abbott Laboratories Abbott Stringham & Lynch Abbvie Inc Abbyy USA Software House, Inc. Abco Laboratories, Inc. ABD INSURANCE & FINANCIAL SERVICES Abercrombie & Fitch Co. ABF Freight System, Inc. ABI Abilities United Able Exterminators, Inc Able Services About, Inc Acalanes Union High School Dist. Accel Management Company Inc Accela, Inc. AccelBiotech, Inc. Accellion Inc. Accentcare, Inc. Accenture LLP Access Information Protected Access Public Relations LLC Acco Brands Corporation Acco Engineered Systems, Inc. -
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 .................................................................................................................................... -
The Uber Board Deliberates: Is Good Governance Worth the Firing of an Entrepreneurial Founder? by BRUCE KOGUT *
ID#190414 CU242 PUBLISHED ON MAY 13, 2019 The Uber Board Deliberates: Is Good Governance Worth the Firing of an Entrepreneurial Founder? BY BRUCE KOGUT * Introduction Uber Technologies, the privately held ride-sharing service and logistics platform, suffered a series of PR crises during 2017 that culminated in the resignation of Travis Kalanick, cofounder and longtime CEO. Kalanick was an acclaimed entrepreneur, building Uber from its local San Francisco roots to a worldwide enterprise in eight years, but he was also a habitual rule- breaker. 1 In an effort to put the recent past behind the company, the directors of Uber scheduled a board meeting for October 3, 2017, to vote on critical proposals from new CEO Dara Khosrowshahi that were focused essentially on one question: How should Uber be governed now that Kalanick had stepped down as CEO? Under Kalanick, Uber had grown to an estimated $69 billion in value by 2017, though plagued by scandal. The firm was accused of price gouging, false advertising, illegal operations, IP theft, sexual harassment cover-ups, and more.2 As Uber’s legal and PR turmoil increased, Kalanick was forced to resign as CEO, while retaining his directorship position on the nine- member board. His June 2017 resignation was hoped to calm the uproar, but it instead increased investor uncertainty. Some of the firm’s venture capital shareholders (VCs) marked down their Uber holdings by 15% (Vanguard, Principal Financial), while others raised the valuation by 10% (BlackRock).3 To restore Uber’s reputation and stabilize investor confidence, the board in August 2017 unanimously elected Dara Khosrowshahi as Uber’s next CEO. -
Delivering the Multisensory Experience of Dining-Out, for Those Dining-In, During the Covid Pandemic
REVIEW published: 21 July 2021 doi: 10.3389/fpsyg.2021.683569 Delivering the Multisensory Experience of Dining-Out, for Those Dining-In, During the Covid Pandemic Charles Spence 1*, Jozef Youssef 2 and Carmel A. Levitan 3 1 Department of Experimental Psychology, Oxford University, Oxford, United Kingdom, 2 Chef/Patron, Kitchen Theory, London, United Kingdom, 3 Department of Cognitive Science, Occidental College, Los Angeles, CA, United States In many parts of the world, restaurants have been forced to close in unprecedented numbers during the various Covid-19 pandemic lockdowns that have paralyzed the hospitality industry globally. This highly-challenging operating environment has led to a rapid expansion in the number of high-end restaurants offering take-away food, or home-delivery meal kits, simply in order to survive. While the market for the home delivery of food was already expanding rapidly prior to the emergence of the Covid pandemic, the explosive recent growth seen in this sector has thrown up some intriguing issues and challenges. For instance, concerns have been raised over where many of the meals that are being delivered are being prepared, given the rise of so-called “dark kitchens.” Furthermore, figuring out which elements of the high-end, fine-dining experience, and of the increasingly-popular multisensory experiential dining, can be captured by those Edited by: Igor Pravst, diners who may be eating and drinking in the comfort of their own homes represents an Institute of Nutrition, Slovenia intriguing challenge for the emerging field of gastrophysics research; one that the chefs, Reviewed by: restaurateurs, restaurant groups, and even the food delivery companies concerned Alexandra Wolf, are only just beginning to get to grips with. -
Stroz Friedberg
Case 3:17-cv-00939-WHA Document 1928-24 Filed 10/02/17 Page 1 of 34 Exhibit 22 Case 3:17-cv-00939-WHA Document 1928-24 Filed 10/02/17 Page 2 of 34 STROZ FRIEDBERG Prepared for Morrison & Foerster LLP 0' Melveny & Myers LLP Prepared by Stroz Friedberg August 5, 2016 Summary Report Project Unicorn Inv estigation PRIVILEGED & CONFIDENTIAL ATTORNEY WORK PRODUCT OUTSIDE COUNSEL & A TTORNEYS-EYES-ONLY CONFIDENTIAL UBER00312450 Case 3:17-cv-00939-WHA Document 1928-24 Filed 10/02/17 Page 3 of 34 TABLE OF CONTENTS I. Scope of Engagement... ....... ............ .. ........................ ...... .......... ................. .. .................. .3 II. Procedural History . .. ...... .. ... ...... ... .. .... .. ....... ..... .... ......... ... ..... ........ ...... ........... ........ ....... 3 Ill. Methodology . .. .. .. .. .. .. ... ............ ........... .... 5 A Interviews ........................... ............. ......... .... ..................... ............ .. ......... 5 B. Digital Forensics Preservation, Data Collection and Review .... 6 C. Document Review .. .. .. .. .. ........................................................ ................................ 7 D. Investigation of Levandowski's Disposal of Google Documents.... .... ... .. ............. .. ............ 7 IV. Summary of Pertinent Findings Regarding the Diligenced Employees .................................. ... ......... 8 A Anthony Levandowski ................................ ... .. ....... ....... .................... .......... .. ... ................ ... ... .....