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Global Delivery and Takeaway Food Market
+44 20 8123 2220 [email protected] Global Delivery and Takeaway Food Market Report 2021 https://marketpublishers.com/r/GD9E8CD81AE5EN.html Date: March 2021 Pages: 122 Price: US$ 2,350.00 (Single User License) ID: GD9E8CD81AE5EN Abstracts At the beginning of 2020, COVID-19 disease began to spread around the world, millions of people worldwide were infected with COVID-19 disease, and major countries around the world have implemented foot prohibitions and work stoppage orders. Except for the medical supplies and life support products industries, most industries have been greatly impacted, and Delivery and Takeaway Food industries have also been greatly affected. In the past few years, the Delivery and Takeaway Food market experienced a growth of XXX, the global market size of Delivery and Takeaway Food reached XXX million $ in 2020, of what is about XXX million $ in 2015. From 2015 to 2019, the growth rate of global Delivery and Takeaway Food market size was in the range of xxx%. At the end of 2019, COVID-19 began to erupt in China, Due to the huge decrease of global economy; we forecast the growth rate of global economy will show a decrease of about 4%, due to this reason, Delivery and Takeaway Food market size in 2020 will be XXX with a growth rate of xxx%. This is xxx percentage points lower than in previous years. As of the date of the report, there have been more than 20 million confirmed cases of CVOID-19 worldwide, and the epidemic has not been effectively controlled. Therefore, we predict that the global epidemic will be basically controlled by the end of 2020 and the global Delivery and Takeaway Food market size will reach XXX million $ in 2025, with a CAGR of xxx% between 2020-2025. -
150 Years Anniversary Magazine
magazine. swiss life y anniversar The Life. Swiss of years 0 15 The anniversary magazine. Das Magazin zum Jubiläum. The first policy. Page 4 Insured with Swiss Life. Page 5 Time warp. From page 6 150 years. This is how long Swiss Life has been around. What happened during this time? Short stories are scattered throughout the magazine like a multicoloured mosaic – travel- ling back over the past 150 years. Life’s journeys. From page 7 Switzerland is a small but very diverse country, as confirmed by these 16 life stories. Some look back, some live com- pletely in the here and now, and some look to the future. Life stories from Switzerland. Working after retirement Securing people’s future for 150 years. Page 8 Bruno Gehrig is the Chairman of the Board of Directors of keeps you happy. Page 16. Swiss Life. He focuses on solving the medium- and long- term problems facing the Swiss pension system, but still finds time to criticise unfavourable developments in the system. Working after retirement keeps you happy. Page 16 Life expectancy is constantly on the rise. These days, many seniors stay fit and healthy until they are very old. Four examples of people who didn’t want to stop working at 65. And what scientists think of working after retirement age. Swiss Life’s commitment. Kids Festival for the The leader in Switzerland, strong in Europe. Page 28 football stars of tomorrow. Page 66. The insurance market has changed greatly during the past few years. Competition has become fiercer, both in Switzerland and abroad. -
PRE-MARKET REPORT 8 June 2021
PRE-MARKET REPORT 8 June 2021 HEADLINES MARKET INDICATORS GCC CORPORATE NEWS, ANNOUNCEMENTS & DISCLOSURES • Creditors agree to restructure NMC Healthcare; DOCA plan urges lenders to bring down debt to USD 2.25bn from USD 7bn • FAB Properties partners with Emirates International Gas for gas supply • Air Arabia launches region's first service to Thailand's Phuket • MIS signs deal with Saudi Fransi Capital to set up fund to develop, operate data centres • Basic Chemical Industries Co. Announces an update on Commencement of work for Jubail project as well as a change in project costs from SAR 685mn to SAR 750mn • CMA approves Fitaihi’s request to cut capital to SAR 275mn • FIPCO renews SAR 73.7mn Islamic facility with Riyad Bank • Zahrat Al Waha Trading Company announces the repayment of a long-term loan from Alinma Bank • Barwa’s Dara in Lusail City offers additional apartments • CMA approves Kuwait Finance House USD 1bn Sukuk Issuance • ALBA shows resilience amid Covid, outlines 5-year strategic initiatives ECONOMIC, GENERAL & COMMODITIES NEWS • Mideast Stocks: Emaar lifts Dubai • China’s Alibaba to invest in cloud computing centre in Oman • Oman-India JV launches engineered quartz stone project in Sohar FZ • Total Fixed Internet Subscribers Rise 13.5 Percent till April 2021 • UAE central bank sets up 'whistleblowing' portal for misconduct, unethical practices • Saudi’s PIF, early Alibaba investor back Jordanian startup OpenSooq • CBK issues more debt instruments worth KWD 280m • Asia stocks open higher on record for MSCI's All-Country -
The Rise of Late-Stage Funding for European Technology Scale-Ups
Blooming Late: The rise of late-stage funding for European technology scale-ups NOVEMBER 2019 Introduction Europe’s technology industry continues to grow up. Across the EU, Israel, Russia and Turkey, startup ecosystems are flourishing, expanding and - in a few places - maturing into veritable world-class hotbeds for innovation. Evidently, challenges remain and Europe will have to overcome many of them to even have a chance of staying competitive in an ever-evolving world - and with haste to boot. To continue scaling up and accelerate the maturation process of its key tech hubs, Europe has to play to its strengths and eliminate some of its inherent weaknesses to mitigate the risk of getting left behind. Two of these weaknesses have historically been the lack of major exits and late-stage financing rounds (€100 million and more) for Europe’s fastest-growing tech businesses as catalysts for growth. As we’ve detailed in previous reports on the influx of capital for Europe’s finest tech startups, there has been a tremendous increase in investment volume for early-stage and growth-stage companies in recent years, with no signs of a slowdown so far. Numbers only tell part of a story, but the rise in seed and growth capital (Series A-B-C) flowing to European tech businesses across the region paints a picture of a healthy collection of ecosystems with potential for further growth. But when it comes to really big rounds of financing, Europe hasn’t really seen many of those to date, certainly not in comparison to the US and, increasingly, China. -
Investor Book (PDF)
INVESTOR BOOK EDITION OCTOBER 2016 Table of Contents Program 3 Venture Capital 10 Growth 94 Buyout 116 Debt 119 10 -11 November 2016 Old Billingsgate PROGRAM Strategic Partners Premium Partners MAIN STAGE - Day 1 10 November 2016 SESSION TITLE COMPANY TIME SPEAKER POSITION COMPANY Breakfast 08:00 - 10:00 CP 9:00 - 9:15 Dr. Klaus Hommels Founder & CEO Lakestar CP 9:15 - 9:30 Fabrice Grinda Co-Founder FJ Labs 9:35 - 9:50 Dr. Klaus Hommels Founder & CEO Lakestar Fabrice Grinda Co-Founder FJ Labs Panel Marco Rodzynek Founder & CEO NOAH Advisors 9:50 - 10:00 Chris Öhlund Group CEO Verivox 10:00 - 10:10 Hervé Hatt CEO Meilleurtaux CP Lead 10:10 - 10:20 Martin Coriat CEO Confused.com Generation 10:20 - 10:30 Andy Hancock Managing Director MoneySavingExpert K 10:30 - 10:45 Carsten Kengeter CEO Deutsche Börse Group 10:45 - 10:55 Carsten Kengeter CEO Deutsche Börse Group FC Marco Rodzynek Founder & CEO NOAH Advisors CP 10:55 - 11:10 Nick Williams Head of EMEA Global Market Solutions Credit Suisse 11:10 - 11:20 Talent 3.0: Science meets Arts CP Karim Jalbout Head of the European Digital Practice Egon Zehnder K 11:20 - 11:50 Surprise Guest of Honour 11:50 - 12:10 Yaron Valler General Partner Target Global Mike Lobanov General Partner Target Global Alexander Frolov General Partner Target Global Panel Shmuel Chafets General Partner Target Global Marco Rodzynek Founder & CEO NOAH Advisors 12:10 - 12:20 Mirko Caspar Managing Director Mister Spex 12:20 - 12:30 Philip Rooke CEO Spreadshirt CP 12:30 - 12:40 Dr. -
European Technology, Media & Telecommunications Monitor
European Technology, Media & Telecommunications Monitor Market and Industry Update Fourth Quarter 2012 Piper Jaffray European TMT Team: Eric Sanschagrin Managing Director Head of European TMT [email protected] +44 (0) 207 796 8420 Stefan Zinzen Principal [email protected] +44 (0) 207 796 8418 Jessica Harneyford Associate [email protected] +44 (0) 207 796 8416 Peter Shin Analyst [email protected] +44 (0) 207 796 8444 Julie Wright Executive Assistant [email protected] +44 (0) 207 796 8427 TECHNOLOGY, MEDIA &TELECOMMUNICATIONS MONITOR Market and Industry Update Selected Piper Jaffray 2012 TMT Transactions 2 This report may not be reproduced, redistributed or passed to any other person or published in whole or in part for any purpose without the written consent of Piper Jaffray. © 2013 Piper Jaffray Ltd. All rights reserved. TECHNOLOGY, MEDIA &TELECOMMUNICATIONS MONITOR Market and Industry Update Contents 1. Internet and Digital Media A. Trading Update B. Transaction Update C. Public Market Trading Multiples 2. Software and IT Services A. Trading Update B. Transaction Update C. Public Market Trading Multiples 3. Communications Technology And Hardware A. Trading Update B. Transaction Update C. Public Market Trading Multiples 4. Equity Capital Markets and M&A Update 3 This report may not be reproduced, redistributed or passed to any other person or published in whole or in part for any purpose without the written consent of Piper Jaffray. © 2013 Piper Jaffray Ltd. All rights reserved. TECHNOLOGY, MEDIA &TELECOMMUNICATIONS -
Deloitte Art and Finance Report 2014
Art & Finance Report 2014. 2 Art & Finance Report 2014 5 Art & Finance Report 2014 7 8 Table of contents Foreword 10 Deloitte US launches an Art & Finance practice 11 Introduction 12 Key findings 14 Priorities 20 Section 1: The art market 24 - Interview: Hala Khayat–An informed view from the Middle East 52 Section 2: Art and wealth management survey 54 - General motivation and perception among wealth managers, art professionals and collectors 60 - Interview: Georgina Hepbourne-Scott–The role of art management in a family office 68 - Interview: Paul Aitken–Recent developments at Borro® 76 - Interview: Harco Van Den Oever–Why using an art advisor 82 - Freeports for valuable tangible assets 86 - Article: Jean-Philippe Drescher–Freeport and art secured lending in Luxembourg 88 Section 3: Art as an investment 90 Section 4: The online art industry 100 - Q&A with investors: Dr. Christian G. Nagel–Earlybird Venture Capital & the art market 112 - Q&A with investors: Christian Leybold–e.ventures & the art market 114 Section 5: Legal Trends 119 - Interview: Steven Schindler–Most significant recent legal developments in the art world 120 - Article: Karen Sanig–Attribution and authenticity - the quagmire 124 - Article: Pierre Valentin–Art finance - can the borrower keep possession of the art collateral? 128 - Article: Catherine Cathiard–The evolution of French regulations on investments in art and collectors’ items 132 Art & Finance Report 2014 9 Foreword Deloitte Luxembourg and ArtTactic are pleased to present the 3rd edition of the Art & Finance Report. The two first editions of the Art & Finance Report (2011 and 2013) helped us to establish a forum and platform for monitoring emerging trends and attitudes around important issues related to the Art & Finance industry. -
( Studi Deskriptif Kualitatif Tentang Alih Fungsi Situs Microblogging Twitter
perpustakaan.uns.ac.id digilib.uns.ac.id ALIH FUNGSI TWITTER ( Studi Deskriptif Kualitatif tentang Alih Fungsi Situs Microblogging Twitter pada Pengguna Twitter ) SKRIPSI Oleh : NANA ROHANAWATI D1209059 Diajukan Untuk Melengkapi Tugas dan Memenuhi Syarat Guna Memperoleh Gelar Sarjana Ilmu Komunikasi pada Fakultas Ilmu Sosial dan Ilmu Politik Universitas Sebelas Maret JURUSAN ILMU KOMUNIKASI FAKULTAS ILMU SOSIAL DAN ILMU POLITIK UNIVERSITAS SEBELAS MARET SURAKARTA 2012 commit to user i perpustakaan.uns.ac.id digilib.uns.ac.id PERSETUJUAN Skripsi dengan judul : ALIH FUNGSI TWITTER ( Studi Deskriptif Kualitatif tentang Alih Fungsi Situs Microblogging Twitter pada Pengguna Twitter ) Telah disetujui untuk dipertahankan di hadapan Panitia Ujian Skripsi Jurusan Ilmu Komunikasi Fakultas Ilmu Sosial dan Ilmu Politik Universitas Sebelas Maret Surakarta Pembimbing, Drs. Alexius Ibnu M, M.Si Dra. Sri Urip Haryati, M.Si NIP. 19510717 198303 1 001 NIP. 19570821 198303 2 001 commit to user ii perpustakaan.uns.ac.id digilib.uns.ac.id PENGESAHAN Telah Diuji dan Disahkan oleh Panitia Ujian Skripsi Jurusan Ilmu Komunikasi Fakultas Ilmu Sosial Dan Ilmu Politik Universitas Sebelas Maret Surakarta Hari : Rabu Tanggal : 11 Januari 2012 Susunan Panitia Penguji 1. Ketua : Drs. Mursito BM, SU (.................................) NIP. 195307271980031001 2. Sekretaris : Chatarina Heny DS, S.Sos, M.Si (................................) NIP. 179612222002122002 3. Penguji I : Drs. Alexius Ibnu M, M.Si (................................) NIP. 195107171983031001 4. Penguji II : Dra. Sri Urip Haryati, M.Si (.................................) NIP. 195708211983032001 commit to user iii perpustakaan.uns.ac.id digilib.uns.ac.id MOTTO “ There is a will there is a way “ commit to user iv perpustakaan.uns.ac.id digilib.uns.ac.id PERSEMBAHAN Tuhanku “Allah SWT” Ayah dan Ibu, thanks for the best. -
Mckinsey on Finance
McKinsey on Finance Perspectives on Corporate Finance and Strategy Number 59, Summer 2016 2 5 11 Bracing for a new era of The ‘tech bubble’ puzzle How a tech unicorn lower investment returns creates value 17 22 Mergers in the oil ‘ We’ve realized a ten-year patch: Lessons from strategy goal in one year’ past downturns McKinsey on Finance is a Editorial Board: David Copyright © 2016 McKinsey & quarterly publication written by Cogman, Ryan Davies, Marc Company. All rights reserved. corporate-finance experts Goedhart, Chip Hughes, and practitioners at McKinsey Eduardo Kneese, Tim Koller, This publication is not intended & Company. This publication Dan Lovallo, Werner Rehm, to be used as the basis offers readers insights into Dennis Swinford, Marc-Daniel for trading in the shares of any value-creating strategies and Thielen, Robert Uhlaner company or for undertaking the translation of those any other complex or strategies into company Editor: Dennis Swinford significant financial transaction performance. without consulting appropriate Art Direction and Design: professional advisers. This and archived issues of Cary Shoda McKinsey on Finance are No part of this publication Managing Editors: Michael T. available online at McKinsey may be copied or redistributed Borruso, Venetia Simcock .com, where selected articles in any form without the prior written consent of McKinsey & are also available in audio Editorial Production: Company. format. A series of McKinsey Runa Arora, Elizabeth Brown, on Finance podcasts is Heather Byer, Torea Frey, available on iTunes. Heather Hanselman, Katya Petriwsky, John C. Sanchez, Editorial Contact: Dana Sand, Sneha Vats McKinsey_on_Finance@ McKinsey.com Circulation: Diane Black To request permission to Cover photo republish an article, send an © Cozyta/Getty Images email to Quarterly_Reprints@ McKinsey.com. -
Just Eat/Hungryhouse Appendices and Glossary to the Final Report
Anticipated acquisition by Just Eat of Hungryhouse Appendices and glossary Appendix A: Terms of reference and conduct of the inquiry Appendix B: Delivery Hero and Hungryhouse group structure and financial performance Appendix C: Documentary evidence relating to the counterfactual Appendix D: Dimensions of competition Appendix E: The economics of multi-sided platforms Appendix F: Econometric analysis Glossary Appendix A: Terms of reference and conduct of the inquiry Terms of reference 1. On 19 May 2017, the CMA referred the anticipated acquisition by Just Eat plc of Hungryhouse Holdings Limited for an in-depth phase 2 inquiry. 1. In exercise of its duty under section 33(1) of the Enterprise Act 2002 (the Act) the Competition and Markets Authority (CMA) believes that it is or may be the case that: (a) arrangements are in progress or in contemplation which, if carried into effect, will result in the creation of a relevant merger situation, in that: (i) enterprises carried on by, or under the control of, Just Eat plc will cease to be distinct from enterprises carried on by, or under the control of, Hungryhouse Holdings Limited; and (ii) the condition specified in section 23(2)(b) of the Act is satisfied; and (b) the creation of that situation may be expected to result in a substantial lessening of competition within a market or markets in the United Kingdom for goods or services, including in the supply of online takeaway ordering aggregation platforms. 2. Therefore, in exercise of its duty under section 33(1) of the Act, the CMA hereby makes -
Amazing Takeaway Experience
DELIVERY HERO FACT SHEET On a mission to create an amazing In May 2011, CEO Niklas Östberg co-founded Delivery Hero with takeaway the mission to provide an inspirational, personalized and experience simple way of ordering food. $ KEY 弛吐ſ NUMBERS Based in Berlin, Delivery Hero is the leading global online food ordering and VARIETY DIVERSITY INVESTMENTS delivery marketplace. We Delivery Hero operates online To date over €1.4 billion has been employ 6,000+ staff plus marketplaces for food order- +6000 staff from invested into Delivery Hero. The ing and also operates its own company’s largest shareholders thousands of employed food delivery primarily in 50+ +60 nationalities are Naspers, Insight Venture Part- riders across 40+ countries, high-density urban areas around ners, Luxor Capital Group (each of with 35 number one market the world, which allows Delivery is employed in them represented in the superviso- positions. We maintain Hero to include offerings from Berlin HQ alone ry board), and Rocket Internet (no the largest food network in curated restaurants that do not board seat). the world with more than offer food delivery themselves. 150.000 restaurant partners. In 2016 we processed +170 million orders. In May 2017 BUSINESS MODEL we processed +1m order Search 1 on a single day for the first benefit, among other, from time. CUSTOMERS • an inspirational selection of restaurants and dishes • a great takeaway experience driven by easy usage, short HOUSE OF Order 2 delivery times and plenty of individual order options BRANDS Since 2011, Delivery Hero benefit, among others, from grew significantly through RESTAURANTS • access to a large customer a combination of organic base growth and acquisitions. -
Data Challenges in an Acquisition Based World
07 June 2018 Data Challenges in an acquisition based world (or how to click a Data Lake together with AWS) Daniel Manzke CTO Restaurant Vertical @ Delivery Hero © 2018, Amazon Web Services, Inc. or its affiliates. All rights reserved. How do you tackle the challenges of reporting and data quality in a company with a model of local and centralized entities? We will talk about the evolution of Data in Delivery Hero from Data Warehouse to a Data Lake oriented Architecture and will show you how you can click your own Data Lake together with the help of AWS. © 2018, Amazon Web Services, Inc. or its affiliates. All rights reserved. We are an Online Food Ordering and Delivery Marketplace History 2008 Niklas started OnlinePizza in Sweden 2010 Lieferheld launched 2011 HungryHouse joins 2012 OnlinePizza Norden joins 2014 PedidosYa, pizza.de and Baedaltong joins 2015 Talabat, Yemeksepti and Foodora joins 2016 foodpanda joins IPO, M&A, ... Hyper-Local 2016 Customer Experience - Data USER ● The RightRESTAURANT Food 3 Receive Cook Order ○ Search, Recommendations, 4 2 Vouchers, Premium Placements Customer Order 1 Search ● OrderReceived Placement (TBU) ○ Time to Order ○ Estimated Delivery Time ○ Payment Method Deliver 5 ● After Order 6 ○ Reviews, Ratings, Complaints Customer Order Eat ○ Where is myReceived food? (TBU) ○ Reorder Rate “Understand the whole cycle” Order delivery - Data USER RESTAURANT Receive Cook ● Availability Order 3 4 ○ Online, Open, Busy,2 ... Search Customer Order ● 1Cooking Received (TBU) ○ Preparation Time ○ Items Unavailable ● Delivery Deliver 5 ○ Driving Time ○ Driver Shifts6 ○ Delivered?!Eat Customer Order Received (TBU) RESTAURANT “Tons of Data to collect” DRIVER We are an Online Food Ordering and Delivery Marketplace USER RESTAURANT Receive Cook Order 3 4 2 Search Customer Order 1 Received (TBU) Deliver 5 6 Eat Customer Order Received (TBU) RESTAURANT DRIVER KPIs, Reporting, ..