The Ultimate Guide to Growing Your Food Delivery Business
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Food Resources in Duluth During COVID-19 Version #4 (7/21/2020) *See Corresponding List Below Sunday Monday Tuesday Wednesday Thursday Friday Saturday
Food Resources in Duluth During COVID-19 Version #4 (7/21/2020) *See corresponding list below Sunday Monday Tuesday Wednesday Thursday Friday Saturday Breakfast 5 2 5 13 2 13 2 5 13 2 13 2 5 13 5 5 2 5 7 2 7 9 2 5 7 2 7 9 2 5 7 5 18 13 14 18 Lunch 9 13 14 13 14 18 13 14 18 13 14 Key 18 20 20 Resources for seniors 5 6 14 20 6 14 20 6 7 14 6 7 14 5 7 14 5 Dinner Resources for 20 20 20 youth Resources for all ages Groceries/ 2 3 4 2 3 11 2 3 4 2 3 15 2 3 4 8 11 Delivery/ Resources for 18 12 12 17 8 16 Food 15 18 11 SNAP card Pick-up 19 holders .Organization Description Location Days Hours Phone 1 AgeWell Arrowhead Groceries-To-Go 306 W Superior St Ste 10 Duluth, MN 55802 Weekly Drop off at scheduled time 218-623-7800 Take out meals and food delivery. 2 AEOA Lincoln Park Center - 2014 W 3rd St Duluth MN 55806 218-727-4321 Registration required. Monday - Friday 6:00AM - 1:00PM Boys and Girls Club 3 Food care packages. Can connect 2407 W 4th St. Duluth, MN 55806 Monday - Friday 218-725-7706 of the Northland families with resources 9:00AM - 4:30PM CHUM Emergency First come first serve food pick-up 120 N. 1st Ave West Duluth, MN 55802 Wednesday and Friday 10:00AM - NOON 218-727-2391 4 Food Shelf Every Monday through First come first serve food pick-up 4831 Grand Av Duluth, MN 55807 the end of July 10:00AM - NOON 218-628-0333 Monday, Wednesday, Breakfast: 8:30AM - 9:30AM; 5 Damiano Center - Free hot and bagged meals in the Community Kitchen west parking lot Friday, Saturday, Sunday Lunch: 11:30AM - 1:00PM 218-726-0500 206 W 4th St Duluth, MN 55806 Friday, Saturday, Sunday Dinner: 5:00PM - 6:00PM 6 Damiano Center - Bagged meals served out of Kids’ Kids’ Kitchen Kitchen entrance 2nd Av W side Monday - Thursday 3:00PM - 6:00PM 218-336-1033 *For bus route information to these locations, please call 218-722-7283. -
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. -
Ghost Kitchens: a Scary-Good Real Estate Opportunity in California
OCTOBER 14, 2019 CUSTOM CONTENT – LOS ANGELES BUSINESS JOURNAL 41 Ghost Kitchens: A Scary-Good Real Estate Opportunity in California have to admit that I was caught by surprise chefs and line cooks. a federal tax identification number from the when my children’s school circulated a mes- These facilities create unique opportunities Internal Revenues Service, and obtain the sales Isage last year informing parents that the school from a real estate perspective, as outlined below. Ghost kitchens are tax license from the California State Board of was being inundated with lunchtime deliveries. 1. Location and zoning. The biggest issue Equalization. Apparently both well-intentioned parents and for a ghost kitchen operator looking to facil- an entire food preparation buildout Additionally, California law requires anyone perpetually hungry students took advantage of itate the preparation and delivery of meals is of ovens, ranges, prep stations, involved in food preparation and handling to food delivery services such as Grubhub, Post- one of logistics. While commercial commissary obtain a California Food Handler Card or a mates and Uber Eats to have meals delivered kitchens have been around for decades, those and refrigerators. Certified Food Protection Manager certificate, to the school. Due to the logjam of deliveries, kitchens were usually located in light industrial both of which require several hours of training. the school sent out a politely worded missive areas and not near the residences and offices Finally, California code also may require the to inform the parents that the food deliveries ordering the meals. Now operators are looking ensure that the buildout of the kitchen complies operators to obtain additional licenses depend- would no longer be accepted at the school. -
The Four Horsemen of the Restaurant Apocalypse?
The Four Horsemen of the Restaurant Apocalypse? How lessons from the travel industry’s response to online travel agencies may enable restaurants to survive (and hopefully thrive) in a delivery-heavy future. by Zach Goldstein, CEO and Founder, Thanx The Original Mel’s diner is a Northern California legend. Now at 22 locations, the classic drive-up service is long-gone, just one of many necessary adaptations for a restaurant that celebrated its 70-year anniversary two years ago. The latest evolution may be most challenging yet. “In our first two years on the delivery platforms, revenue went up 20% year-over-year. It was the largest top-line growth we’ve experienced in two decades,” said Tony Bendana, restaurant industry veteran and current Chief Operating Officer of The Original Mel’s which is listed in four third-party delivery apps today — Doordash, Uber Eats, Grubhub, and Postmates. “But when we looked at how much profit we were making, it hadn’t moved.” Tony Bendana, COO at The Original Mel’s What follows is an in-depth study of the massive disruption facing restaurants today, broken into the following sections: Restaurants Are Digitizing 04 More than $200B in restaurants sales will come through digital channels (including third-party marketplaces) by 2022 The Question of Incrementality 05 Because of high take-rates, many restaurants are questioning whether delivery marketplaces are friend or foe We’ve Seen This Story Before: Hotels and Online Travel Agencies 08 OTAs grew rapidly and ultimately stole share from hotels themselves The -
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. -
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. -
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. -
2020 Global Consumer Insights Survey China Report So Much Has Been Said About the C-Word These Days
Recover, restart and regrow: How consumer trends ignite transformation in China’s New Retail 2020 Global Consumer Insights Survey China report So much has been said about the C-word these days. All these events took place against a rather unstable Hardly a day went by without news broadcasting cases macro-economic backdrop. China-US trade tensions Foreword of infection, jobless claims, business closures, and so recently flared up with increases in tariff measures, on. airline bans, and other barriers. Aggregate demand weakened and oil prices continued to be volatile. Global supply chains were thrown off kilter following China’s total retail sales of consumer goods in the first worldwide closure of production facilities. Even after half of 2020 declined by 11.4% year on year to 17.2 China resumed capacity subsequently, new factory trillion yuan, according to National Bureau of Statistics. orders from overseas were halted while existing ones were hard to fulfil due to disrupted supply of In the face of macro-economic headwinds, Chinese intermediate products and raw materials. retailers are bearing the brunt of consequences as sales from brick-and-mortar shops plunged during the lockdown of major cities including Wuhan. The average Chinese consumers are left with an uncertain future; their worries include slower growth in living standards, job losses and lower incomes. Figure 1: Business threats to organisations’ growth prospects cited by mainland China CEOs “Somewhat” or 2019 “extremely concerned” 2020 Supply chain disruption 68% 49% Supply chain disruption Volatile energy costs 68% 49% Cyber threats Availability of key skills 64% 47% Changing consumer behaviour Speed of technological change 61% Mainland China 46% Availability of key skills Real estate costs 61% 43% Volatile energy costs Source: PwC’s Global CEO Survey PwC’s Global CEO Survey is conducted every year with CEOs to collect their economic and business outlook for the coming year. -
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. -
Just Kitchen Holdings Corp
Just Kitchen Holdings Corp. Management Discussion and Analysis For the Six Months Ended March 31, 2021 1 The following management discussion and analysis (the “MD&A”), prepared as of May 31, 2021 should be read together with the unaudited condensed consolidated interim financial statements for the six months ended March 31, 2021 and related notes attached thereto (the “Financial Statements”), which are prepared in accordance with International Accounting Standards 34, Interim Financial Reporting (“IAS 34”). All amounts are stated in Canadian dollars unless otherwise indicated. Forward Looking Statements Certain information included in this discussion may constitute forward-looking statements. Readers are cautioned not to put undue reliance on forward-looking statements. These statements relate to future events or the Company’s future performance, business prospects or opportunities. All statements other than statements of historical fact may be forward-looking statements. Forward-looking statements are often, but not always, identified by the use of words such as "seek", "anticipate", "plan", "continue", "estimate", "expect", "may", "will", "project", "predict", "potential", "targeting", "intend", "could", "might", "should", "believe" and similar expressions. The Company has based these forward-looking statements on its current expectations and projections about future events and financial trends that it believes might affect its financial condition, results of operations, business strategy and financial needs. These forward-looking statements -
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.