Uber Eats Promo Code Terms and Conditions
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Grubhub Inc. (Name of Registrant As Specified in Its Charter)
TABLE OF CONTENTS UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 SCHEDULE 14A Proxy Statement Pursuant to Section 14(a) of the Securities Exchange Act of 1934 Filed by the Registrant ☒ Filed by a Party other than the Registrant ☐ Check the appropriate box: ☒ Preliminary Proxy Statement ☐ Confidential, for Use of the Commission Only (as permitted by Rule 14a-6(e)(2)) ☐ Definitive Proxy Statement ☐ Definitive Additional Materials ☐ Soliciting Material under §240.14a-12 Grubhub Inc. (Name of Registrant as Specified In Its Charter) N/A (Name of Person(s) Filing Proxy Statement, if other than the Registrant) Payment of Filing Fee (Check the appropriate box): ☒ No fee required. ☐ Fee computed on table below per Exchange Act Rules 14a-6(i)(1) and 0-11. (1) Title of each class of securities to which transaction applies: (2) Aggregate number of securities to which transaction applies: (3) Per unit price or other underlying value of transaction computed pursuant to Exchange Act Rule 0-11 (set forth the amount on which the filing fee is calculated and state how it was determined): (4) Proposed maximum aggregate value of transaction: (5) Total fee paid: ☐ Fee paid previously with preliminary materials. ☐ Check box if any part of the fee is offset as provided by Exchange Act Rule 0-11(a)(2) and identify the filing for which the offsetting fee was paid previously. Identify the previous filing by registration statement number, or the Form or Schedule and the date of its filing. (1) Amount Previously Paid: (2) Form, Schedule or Registration Statement No.: (3) Filing Party: (4) Date Filed: TABLE OF CONTENTS The information in this proxy statement/prospectus is subject to completion and amendment. -
Just Eat Annual Report & Accounts 2017
Just Eat plc Annual Report & Accounts 2017 Annual Report Creating the world’s greatest food community Annual Report & Accounts 2017 WorldReginfo - f5b0c721-e5d8-4dfc-a2c6-df7579591a37 Delivering more choice and convenience to create the world’s greatest food community WorldReginfo - f5b0c721-e5d8-4dfc-a2c6-df7579591a37 Introduction Our vision is to create the world’s greatest food community For our Customers, it is about offering them >> Read more about our the widest choice – whatever, whenever Customers on page 7 and wherever they want to eat. For our Restaurant Partners, we help them >> Read more about our Restaurant Partners on to reach more Customers, support their page 21 businesses and improve standards in the industry. >> Read more about our For our People, it is being part of an People on page 37 amazing global team, helping to connect 21.5 million Active Customers with our 82,300 Restaurant Partners. Strategic report Corporate governance Financial statements 2 Highlights 44 Corporate governance report 84 Independent auditor’s report 4 At a glance 46 Our Board 90 Consolidated income statement 8 Chairman’s statement 48 Report of the Board 91 Consolidated statement of other 10 Chief Executive Officer’s review 56 Report of the Audit Committee comprehensive income 14 Our business model 61 Report of the Nomination Committee 92 Consolidated balance sheet 16 Our markets 65 Report of the Remuneration 93 Consolidated statement of changes 18 Our strategy Committee in equity 19 Our key performance indicators 67 Annual report on remuneration -
Gig Economy and Processes of Information, Consultation, Participation and Collective Bargaining"
Paper on the European Union co-funded project VS/2019/0040 "Gig economy and processes of information, consultation, participation and collective bargaining". By Davide Dazzi (translation from Italian to English by Federico Tani) Updated the 20th of July 2020 Sommario Introduction ....................................................................................................................................................... 2 Gig Economy : a defining framework ................................................................................................................. 2 Platforms and Covid-19 ..................................................................................................................................... 6 GIG workers: a quantitative dimension ........................................................................................................... 10 On line outsourcing ..................................................................................................................................... 11 Crowdworkers and Covid-19 ....................................................................................................................... 14 Working conditions of GIG workers ................................................................................................................ 17 Covid 19 laying bare the asymmetry of social protections ............................................................................. 21 Towards a protection system for platform workers .................................................................................. -
Restaurants, Takeaways and Food Delivery Apps
Restaurants, takeaways and food delivery apps YouGov analysis of British dining habits Contents Introduction 03 Britain’s favourite restaurants (by region) 04 Customer rankings: advocacy, value 06 for money and most improved Profile of takeaway and restaurant 10 regulars The rise of delivery apps 14 Conclusion 16 The tools behind the research 18 +44 (0) 20 7012 6000 ◼ yougov.co.uk ◼ [email protected] 2 Introduction The dining sector is big business in Britain. Nine per cent of the nation eat at a restaurant and order a takeaway at least weekly, with around a quarter of Brits doing both at least once a month. Only 2% of the nation say they never order a takeaway or dine out. Takeaway trends How often do you buy food from a takeaway food outlet, and not eat in the outlet itself? For example, you consume the food at home or elsewhere Takeaway Weekly or Monthly or several Frequency more often times per month Less often Never Weekly or more often 9% 6% 4% 1% Monthly or several times per month 6% 24% 12% 4% Eat out Eat Less often 3% 8% 14% 4% Never 0% 1% 1% 2% (Don’t know = 2%) This paper explores British dining habits: which brands are impressing frequent diners, who’s using food delivery apps, and which restaurants are perceived as offering good quality fare and value for money. +44 (0) 20 7012 6000 ◼ yougov.co.uk ◼ [email protected] 3 02 I Britain’s favourite restaurants (by region) +44 (0) 20 7012 6000 ◼ yougov.co.uk ◼ [email protected] 4 02 I Britain’s favourite restaurants (by region) This map of Britain is based on Ratings data and shows which brands are significantly more popular in certain regions. -
A Cross-Sectional Analysis of the Nutritional Quality of Popular Online Food Delivery Outlets in Australia and New Zealand
nutrients Article Junk Food on Demand: A Cross-Sectional Analysis of the Nutritional Quality of Popular Online Food Delivery Outlets in Australia and New Zealand 1,2, , 3, 4 4 Stephanie R. Partridge * y , Alice A. Gibson y , Rajshri Roy , Jessica A. Malloy , Rebecca Raeside 1, Si Si Jia 1, Anna C. Singleton 1 , Mariam Mandoh 1 , Allyson R. Todd 1, Tian Wang 1, Nicole K. Halim 1, Karice Hyun 1,5 and Julie Redfern 1,6 1 Westmead Applied Research Centre, Faculty of Medicine and Health, The University of Sydney, Sydney 2145, Australia; [email protected] (R.R.); [email protected] (S.S.J.); [email protected] (A.C.S.); [email protected] (M.M.); [email protected] (A.R.T.); [email protected] (T.W.); [email protected] (N.K.H.); [email protected] (K.H.); [email protected] (J.R.) 2 Prevention Research Collaboration, Charles Perkins Centre, Sydney School of Public Health, The University of Sydney, Sydney 2006, Australia 3 Menzies Centre for Health Policy, Sydney School of Public Health, Faculty of Medicine and Health, The University of Sydney, Sydney 2006, Australia; [email protected] 4 Discipline of Nutrition and Dietetics, Faculty of Medical and Health Sciences, The University of Auckland, Auckland 1011, New Zealand; [email protected] (R.R.); [email protected] (J.A.M.) 5 ANZAC Research Institute, Concord Repatriation General Hospital, The University of Sydney, Sydney 2137, Australia 6 The George Institute for Global Health, The University of New South Wales, Camperdown 2006, Australia * Correspondence: [email protected]; Tel.: +61-2-8890-8187 These authors contributed equally to this work. -
Blue Apron Trial Offer
Blue Apron Trial Offer Is Tybalt untempted or sombrous after bleeding Joseph reprove so more? Extremest and sessile Sidnee battle so tumidly that Desmund occults his moderatorships. Winifield is tetrahedrally promiseful after implausible Bernardo designated his cycloramas dishonestly. We have leftovers only people can only valid name field is blue apron trial offer first blue apron entirely We just feed the kids something else on our Blue Apron days. At blue apron trial, too much does blue apron free trials and a delicious! We offer award a win in this category to experience Sun Basket. The child most recent Christian Science articles with a spiritual perspective. Bessemer venture investors certainly received four offers a blue apron offer more trials? Is blue apron offers a freshly meal? Expenses are astronomically high in this text, so the company had been struggling to become profitable, for that my, Blue Apron will have reeled in the deals that batch can offer quite new customers. Disclosure: This post may contain affiliate links. So tough you worm a recipe is can ensure it again. In silicon valley medical condition, or three free! Is a quote from sustainable coffee is left with our editor made from the offer you simply click on top of. Wells encourages people with special offers should be referred to sustainability, and and it will be made me your delivery? Sb offers only of blue apron offer please set aside two people staying at a modal window every single week! You offered by and email you access to new offering actual address as your first served her birthday this site are most desirable in the meal options. -
Future of Food How Ghost Kitchens Are Changing the Food Landscape
WINTER 2019 | RETAIL SPOTLIGHT REPORT FUTURE OF FOOD HOW GHOST KITCHENS ARE CHANGING THE FOOD LANDSCAPE #ColliersRetail colliers.com/retail CONTENTS 01 Introduction Rise of Food Delivery 02 (Let the Hunger Games Begin) The Creature Comforts of Food Delivery 03 (What Consumers Want) Rise of Food Delivery Ghost Kitchens: 04 Problem or Solution? 05 Q&A with Stephen O’Brien 06 Conclusion Anjee Solanki National Director, Retail Services Colliers International | USA Neil Saunders Managing Director and Retail Analyst GlobalData Retail Copyright © 2019 Colliers International.The information contained herein has been obtained from sources deemed reliable. While every reasonable effort has been made to ensure its accuracy, we cannot guarantee it. No responsibility is assumed for any inaccuracies. Readers are encouraged to consult their professional advisors prior to acting on any of the material contained in this report. ANJEE SOLANKI National Director Retail Services | USA INTRODUCTION Retail stores are not alone in reinventing themselves. Restaurants are also looking at what’s working and what needs to be changed based on consumers’ shifting habits. Virtual kitchens, commonly known as cloud or ghost kitchens, are stripped- down commercial cooking spaces with no dine-in option. Functioning as hubs for online delivery and catering orders, they circumvent the need for costly culinary buildouts in premium locations. An increasing number of restaurants are considering the virtual kitchen model, as delivery, catering and carryout are growing in popularity and revenue share. As prime real estate becomes less necessary for restaurateurs, there is likely to be a reallocation of space to accommodate delivery and catering facilities as well as fleet vehicles. -
2335 Franchise Review June 2017.Indd
SumoSalad’s big step: Mental health innovation in healthy in the workplace 16 27 fast food WORK HEALTH AND SAFETY IN PRACTICE: HOW TO MEET YOUR OBLIGATIONS OFFICIAL JOURNAL OF THE FRANCHISE COUNCIL OF AUSTRALIA ISSUE 50 EDITION TWO 2017 THE ON-DEMAND Delivers hungry customers food from their most-loved restaurants FOOD DELIVERY Allowing restaurants to tap into new revenue streams- driving growth without the overheads SERVICE FOR A seamless technology platform that connects customers, restaurants, and delivery riders THE RESTAURANTS YOU LOVE Dedicated account managers, national support and integrated marketing campaigns Available across Sydney, Melbourne, Brisbane, Gold Coast, Perth, Adelaide, and Canberra Join us by contacting Deliveroo on 1800 ROO ROO (1800 766 766) for more information or email restaurants @deliveroo.com.au www.deliveroo.com.au 501363A_Deliveroo I 2334.indd 3 18/05/2017 12:07 PM THE ON-DEMAND FOOD DELIVERY SERVICE FOR THE RESTAURANTS YOU LOVE Learn how you can join this rapidly growing platform www.deliveroo.com.au 501363A_Deliveroo I 2334.indd 4 18/05/2017 12:07 PM MORE DOORS ARE OPEN TO REGISTERED FRANCHISE BRANDS. 3&/&803 3&(*45&3/08 LEADING AUSTRALIAN �RAN�HISE �RANDS ARE USING THE REGISTRY TO: Promote their transparency and compliance �ind hi�her ��ality prospective franchisees ��tain priority access to comin� ne� pools of franchisees �i�nificantly improve finance options for their franchisees REGISTER TODAY AT ����THE�RAN�HISEREGISTRY��O��AU TO UNLO�� YOUR �UTURE� Level 8, 1 O’Connell Street | Sydney NSW 2000 -
Strategic Marketing Audit Ubereats, Brisbane
AMB359 Strategic Marketing Audit UberEATS, Brisbane Prepared for: Erin Su Prepared by: Juanita Bradford (n9013458) Word Count: 1091 Executive Summary…………………………………………………………3 1.0 Introduction………………………………………………………………4 2.0 Customer Analysis……………………………………………………..4 3.0 Competitor Analysis……………………………………………….....5 4.0 Market/Submarket Analysis………………………………………8 5.0 Environmental Analysis and Strategic Uncertainty...….9 5.1 Technological Trends………………………………………….9 5.2 Consumer Trends.………………………………………………9 5.3 Government/Economic Trends…………………………...9 5.4 Strategic Uncertainty………………………………………..10 6.0 Preliminary Strategic Options…………………………………..10 7.0 References……………………………………………………………….11 2 Executive Summary The Uber Strategic Marketing Audit is a close analysis of the current market environment for intermediate online food delivery services such as UberEATS (UE) in Brisbane. The Strategic Marketing Audit has been prepared ahead of the launch of UE in Brisbane and will present two preliminary strategic objectives in order for the firm to succeed in its entry in this new market. Firstly, the two primary target segments were identified as the most profitable and sustainable in the customer analysis the Young Professionals and the Highend Restaurants. The Young Professionals represent the service receiving segment and the Highend Restaurants represent the service offering end segment. A competitor analysis also revealed two direct competitors, Deliveroo and Foodora and three indirect competitors, Menulog, Eatnow.com and Delivery Hero. Using the Competitor Strength Grid it was revealed that UberEATS was the only direct competitor to utilise drivers and vehicles for distribution. The market and submarket analysis revealed that the overall market is relatively attractive due to promising growth. More specifically the emerging submarkets that were revealed were, vegetarianism, alcohol delivery and utilising the existing app as a search and discovery tool for consumers. -
Online Food and Beverage Sales Are Poised to Accelerate — Is the Packaging Ecosystem Ready?
Executive Insights Volume XXI, Issue 4 Online Food and Beverage Sales Are Poised to Accelerate — Is the Packaging Ecosystem Ready? The future looks bright for all things ecommerce primary and secondary ecommerce food and beverage packaging. in the food and beverage sector, fueled by What do the key players need to consider as they position themselves to win in this brave new world? Amazon’s purchase of Whole Foods, a growing Can the digital shelf compete with the real thing? millennial consumer base and increased Historically, low food and beverage ecommerce penetration consumer adoption rates driven by retailers’ rates have been fueled by both a dearth of affordable, quality push to improve the user experience. But this ecommerce options and consumer inertia. First, brick-and-mortar optimism isn’t confined to grocery retailers, meal grocery retailers typically see low-single-digit profit margins due to the high cost of managing perishable products and cold-chain kit companies and food-delivery outfits. distribution. No exception to that rule, ecommerce retail grocers struggle with the same challenges of balancing overhead with Internet sales are forecast to account for 15%-20% of the food affordable retail prices. and beverage sector’s overall sales by 2025 — a potential tenfold increase over 2016 — which foreshadows big opportunities for Consumers have also driven lagging sales, lacking enthusiasm for food and beverage packaging converters that can anticipate the a model that has seen challenges in providing quick fulfillment evolving needs of brand owners and consumers (see Figure 1). and delivery service — especially for unplanned or impulse And the payoff could be just as lucrative for food and beverage buys. -
UBER COMPLETES ACQUISITION of POSTMATES Combination Of
UBER COMPLETES ACQUISITION OF POSTMATES Combination of platforms provides more choice and convenience for consumers, new demand and tailored technology offerings for restaurants, and increased income opportunities for delivery people SAN FRANCISCO — Uber Technologies, Inc. (NYSE: UBER) today announced that it has completed the acquisition of Postmates Inc. in an all-stock transaction, and that the two companies have begun the process of integrating U.S. operations. As previously announced, the transaction brings together Uber’s global Mobility and Delivery platform with Postmates’ beloved business in the U.S. to strengthen the delivery of food, groceries, essentials, and other goods. The consumer-facing Postmates and Uber Eats apps will continue to run separately, supported by a more efficient, combined merchant and delivery network. In connection with the closing, Uber has signaled its commitment to the success of the restaurants and merchants who use its technology to reach customers and delivery people by announcing a national listening tour. These efforts are designed to better understand merchants’ needs, and to continue to develop products, services, and policies that protect their interests. “Uber and Postmates have long been committed to powering delivery services that support local commerce and communities, all the more important during crises like the one we face today. We’re thrilled to bring these two teams together to continue to innovate, bringing ever-better products and services for merchants, delivery people, and consumers across the country,” said Uber CEO Dara Khosrowshahi. “We built Postmates to empower local commerce and bring the best of your city to your home, especially in cities like Los Angeles and across the southwest," said Bastian Lehmann, co-founder and CEO of Postmates. -
Grocery Delivery MAY / 2O19
1 RETAIL Grocery Delivery MAY / 2O19 As global online grocery sales could reach as high as $334 billion by 2022,1 grocers are evolving delivery services and experimenting with innovative technologies to meet demand. 1 Forrester Research — The State of Global Online Grocery Retail, 2018 2 EVOLVING DELIVERY ——— Consumer expectations for quick and convenient shopping — and fast, fresh delivery — are adding pressure to the already expensive supply chain. In a low-margin industry like grocery, the substantial increase in logistics costs creates a major challenge — leading grocers to experiment with different delivery models to lower costs. Some are partnering with third-party logistics specialists (as Kroger has done with Ocado in the U.S.), while others are building their own logistics capabilities (as Ahold Delhaize has done since its 2001 purchase of Peapod). Others are blending third- party logistics with in-house capabilities. As grocery delivery gains popularity, we will see a proliferation of new models and technologies that aim to lower costs while meeting consumer demands. 3 REAL ESTATE IMPACT ——— Increased Urban Retailers Will Focus on Environments Convert a Greater Curbside Will Drive Portion of Store Pickup in the Growth in Home Space to Service Suburbs Delivery Delivery In lower-density suburban Given the high cost of last-mile Grocery retailers recognize the markets, distribution costs will food delivery, e-commerce delivery importance of having a large store be higher for retailers. As a result, options will grow faster in denser footprint that can be leveraged by retailers will focus their efforts urban markets, where distribution their delivery services.