Internet Trends 2015
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Food Delivery Service in Question: the Development Of
Food Delivery Service in Question: The Development of Foodpanda in Taiwan and Its Problems about Labor Rights By Yu-Hsin Chang 張羽欣 Submitted to the Faculty of Department of International Affairs in partial fulfillment of the requirements for the degree of Bachelor of Arts in International Affairs Wenzao Ursuline University of Languages 2021 WENZAO URSULINE UNIVERSITY OF LANGAUGES DEPARTMENT OF INTERNATIONAL AFFAIRS This senior paper was presented by Yu-Hsin Chang 張羽欣 It was defended on November 28, 2020 and approved by Reviewer 1: Mark Lai, Associate Professor, Department of International Affairs Signature: _______________________________ Date: ________________________ Reviewer 2: Ren-Her Hsieh, Associate Professor, Department of International Affairs Signature: _______________________________ Date: ________________________ Advisor: Yu-Hsuan Lee, Assistant Professor, Department of International Affairs Signature: _______________________________ Date: ________________________ i Copyright © by Yu-Hsin Chang 張羽欣 2021 ii Food Delivery Service in Question: The Development of Foodpanda in Taiwan and Its Problems about Labor Rights Yu-Hsin Chang, B.A. Wenzao Ursuline University of Languages, 2021 Abstract In 2019, the food delivery platforms were sweeping across Taiwan. However, food delivery employees had experienced a series of problems. For example, a common traffic accident might risk their lives by catching more orders. Thus, the thesis’ focus is on employees’ working experience in the case of Foodpanda. The study explores how Foodpanda is becoming a new business and work through survey and in-depth interview with Foodpanda employees. I have a major finding of this study. It shows a sense of relative autonomy argued by the employees who choose this work because it is a flexible job that is very suitable for people who do not want to be restricted by time. -
List of Brands
Global Consumer 2019 List of Brands Table of Contents 1. Digital music 2 2. Video-on-Demand 4 3. Video game stores 7 4. Digital video games shops 11 5. Video game streaming services 13 6. Book stores 15 7. eBook shops 19 8. Daily newspapers 22 9. Online newspapers 26 10. Magazines & weekly newspapers 30 11. Online magazines 34 12. Smartphones 38 13. Mobile carriers 39 14. Internet providers 42 15. Cable & satellite TV provider 46 16. Refrigerators 49 17. Washing machines 51 18. TVs 53 19. Speakers 55 20. Headphones 57 21. Laptops 59 22. Tablets 61 23. Desktop PC 63 24. Smart home 65 25. Smart speaker 67 26. Wearables 68 27. Fitness and health apps 70 28. Messenger services 73 29. Social networks 75 30. eCommerce 77 31. Search Engines 81 32. Online hotels & accommodation 82 33. Online flight portals 85 34. Airlines 88 35. Online package holiday portals 91 36. Online car rental provider 94 37. Online car sharing 96 38. Online ride sharing 98 39. Grocery stores 100 40. Banks 104 41. Online payment 108 42. Mobile payment 111 43. Liability insurance 114 44. Online dating services 117 45. Online event ticket provider 119 46. Food & restaurant delivery 122 47. Grocery delivery 125 48. Car Makes 129 Statista GmbH Johannes-Brahms-Platz 1 20355 Hamburg Tel. +49 40 2848 41 0 Fax +49 40 2848 41 999 [email protected] www.statista.com Steuernummer: 48/760/00518 Amtsgericht Köln: HRB 87129 Geschäftsführung: Dr. Friedrich Schwandt, Tim Kröger Commerzbank AG IBAN: DE60 2004 0000 0631 5915 00 BIC: COBADEFFXXX Umsatzsteuer-ID: DE 258551386 1. -
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 -
Proptech 3.0: the Future of Real Estate
University of Oxford Research PropTech 3.0: the future of real estate PROPTECH 3.0: THE FUTURE OF REAL ESTATE WWW.SBS.OXFORD.EDU PROPTECH 3.0: THE FUTURE OF REAL ESTATE PropTech 3.0: the future of real estate Right now, thousands of extremely clever people backed by billions of dollars of often expert investment are working very hard to change the way real estate is traded, used and operated. It would be surprising, to say the least, if this burst of activity – let’s call it PropTech 2.0 - does not lead to some significant change. No doubt many PropTech firms will fail and a lot of money will be lost, but there will be some very successful survivors who will in time have a radical impact on what has been a slow-moving, conservative industry. How, and where, will this happen? Underlying this huge capitalist and social endeavour is a clash of generations. Many of the startups are driven by, and aimed at, millennials, but they often look to babyboomers for money - and sometimes for advice. PropTech 2.0 is also engineering a much-needed boost to property market diversity. Unlike many traditional real estate businesses, PropTech is attracting a diversified pool of talent that has a strong female component, representation from different regions of the world and entrepreneurs from a highly diverse career and education background. Given the difference in background between the establishment and the drivers of the PropTech wave, it is not surprising that there is some disagreement about the level of disruption that PropTech 2.0 will create. -
FORM 10-K Costar Group, Inc
UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, DC 20549 FORM 10-K ☒ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2020 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 0-24531 CoStar Group, Inc. (Exact name of registrant as specified in its charter) Delaware 52-2091509 (State or other jurisdiction of incorporation or organization) (I.R.S. Employer Identification No.) 1331 L Street, NW Washington, DC 20005 (Address of principal executive offices) (zip code) (202) 346-6500 (Registrant’s telephone number, including area code) Securities registered pursuant to Section 12(b) of the Act: Title of each class Trading Symbol Name of each exchange on which registered Common Stock ($0.01 par value) CSGP Nasdaq Global Select Market 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 o 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 o 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. -
January 8-10, 2020 the MERITAGE RESORT and SPA | NAPA, CA
2 0 20 PROGRAM GUIDE January 8-10, 2020 THE MERITAGE RESORT AND SPA | NAPA, CA PRESENTED BY multifamily-social-media.com @MultifamilySMS #MultifamilySMS The Best Source to Keeping Your Communities Full? Yes Way, Rośe. Put the Power of the Apartments.com Network to Work For You! TABLE OF CONTENTS Conference Agenda ................................................................... 3–5 Session Descriptions ................................................................ 7–12 Speaker Biographies .............................................................. 13–17 General Information ...................................................................... 19 Exhibit Floor Plan and Exhibitor List ................................... 20 The Multifamily Social Media Company Profiles ................................................................... 21–24 Summit is the ONLY event specifically developed for Thank You to Our 2020 ............................. Inside Back Cover property management firms Exhibitors & Sponsors leveraging social media and content marketing to retain and attract new residents. Join us next year January 27-29, 2021 when we return to the Meritage Resort and Spa in Napa, CA! Multifamily Social Media Summit | multifamily-social-media.com | #MultifamilySMS 1 Attract, Engage and Convert More Renters to Residents • On average during peak leasing season, the RentPath Network sees close to 10M unique visitors each month.1 • Capture more incoming leads with around-the-clock call answering. • Secure your online reputation and let -
Annual Financial Statement and Combined Management Report Delivery Hero SE As of December 31, 2018
Annual financial statement and combined management report Delivery Hero SE As of December 31, 2018 1 COMBINED MANAGEMENT REPORT COMBINED MANAGEMENT REPORT Try out our interactive table of contents. You will be directed to the selected page. COMBINED MANAGEMENT REPORT ANNUAL REPORT 2018 A. GROUP PROFILE food ordering platforms, the Group also offers own deliv- 02. CORPORATE STRATEGY ery services to restaurants without this capability. The own 01. BUSINESS MODEL delivery fleet is coordinated using proprietary dispatch Delivery Heroʼs operational success is a result of the vision software. and clear focus to create an amazing on-demand experi- The Delivery Hero SE (the “Company”) and its consolidat- ence. While food delivery is and will remain the core pillar ed subsidiaries, together Delivery Hero Group (also DH, Delivery Hero generates a large portion of its revenue from of our business, we also follow our customersʼ demands DH Group, Delivery Hero or Group), provide online and online marketplace services, primarily on the basis of forn a increasing offering of convenience services. Con- food delivery services in over 40 countries in four orders placed. These commission fees are based on a con- sumers have ever higher expectations of services like ours geographical segments, comprising Europe, Middle East tractually specified percentage of the order value. The per- and because of this we are focusing more and more on and North Africa (MENA), Asia and the Americas. centage varies depending on the country, type of restau- broader on-demand needs. We have therefore upgraded rant and services provided, such as the use of a point of our vision accordingly to: Always delivering amazing Following the conversion from a German stock corpora- sale system, last mile delivery and marketing support. -
Itrcbreachreport2013.Pdf
Report Date: Identity Theft Resource Center 2/27/2015 2013 Breach List: Breaches: 614 Exposed: 62,001,589 Page 1 of 122 How is this report produced? What are the rules? See last page of report for details. ITRC Breach ID Company or Agency State Est. Date Breach Type Breach Category Records Exposed? # Records Rptd ITRC20131231-05 Lakes Liquor MN Electronic Business Yes - Unknown # 0 **ITRC does not consider a password adequate protectionA security for breachedbreach that data. compromised hundreds of debit and credit cards in Becker County has been traced to Lakes Liquor in Detroit Lakes. Customers who used a card at the store between Oct. 27 and Nov. 25 may be affected. Information involved customer names, credit or debit card numbers, the card's expiration date and security code. People should check their credit report, review account statements and contact the bank that issued the card to check for suspicious or unusual activity. Attribution 1 Publication: kfgo.com / privacyrights.org Author: Date Published: Article Title: Security breach traced to Detroit Lakes liquor store Article URL: http://kfgo.com/news/articles/2013/dec/24/security-breach-traced-to-detroit-lakes-liquor-store/ ITRC Breach ID Company or Agency State Est. Date Breach Type Breach Category Records Exposed? # Records Rptd ITRC20131231-04 Orient-Express Hotels NY Electronic Business Yes - Unknown # 0 **ITRC does not consider a password adequate protectionThe Orient-Express for breached Hotelsdata. Ltd. and its subsidiaries have notified an unspecified number of customers of a breach involving their credit card information. Attribution 1 Publication: databreaches.net / NH AG's office Author: Date Published: Article Title: Orient-Express Hotels Article URL: http://www.databreaches.net/orient-express-hotels-notifies-guests-after-data-security-breach/ ITRC Breach ID Company or Agency State Est. -
JUST EAT Plc Annual Report & Accounts 2015
JUST EAT plc EAT JUST Annual Report & Accounts 2015 & Accounts Report Annual JUST EAT plc Annual Report & Accounts 2015 156122_JUST EAT-COVERS.indd 1-3 07/03/2016 12:28 Five Year Summary Front cover With four stores JUST EAT operates the serving delicious fresh pan-Asian cuisine, Wiwo noodle bar was The following tables sets out a summary of selected key financial information for the business. world’s leading digital voted best takeaway in Wales for 2015. Year ended 31 December 2015 2014 2013 2012 2011 marketplace for takeaway £m £m £m £m £m Revenues 247.6 157.0 96.8 59.8 33.8 Underlying EBITDA 59.7 32.6 14.1 2.3 0.1 food delivery. Profit/(loss) before tax 34.6 57.4 10.2 (2.6) (1.7) Net profit/(loss) for the year 23.0 51.8 6.8 (4.5) (1.2) Adjusted basic earnings/(loss) per share (pence) 6.6 4.2 1.4 (0.3) (0.0) Net cash from operating activities 74.2 38.1 19.2 10.1 4.9 Net cash used in investing activities (465.5) (19.3) (7.7) (3.1) (14.5) Our mission is to Net cash from financing activities 425.1 84.2 – 35.1 12.6 Net increase in cash and cash equivalents 33.8 103.0 11.5 42.1 3.0 empower consumers As at 31 December 2015 2014 2013 2012 2011 £m £m £m £m £m to love their takeaway Net assets 625.9 183.8 53.6 46.5 18.2 Net cash and cash equivalents 192.7 164.1 61.6 50.0 7.9 experience. -
Rappi Inc. (Rappi SAS)
Mar/Apr 2017 Consumer startup (Series A) Prepared By: Jun Hwang [email protected] Rappi Inc. (Rappi SAS) www.rappi.com Introduction Rappi’s vision is to “change the way people buy things around the world”. Rappi is one of the fastest growing startups in LATAM and is the most interesting deals from the region. Rappi is an on-demand economy (ODE) startup from Colombia that allows anyone to order anything (almost everything) or have any task “solved” 24/7, via RT (aka rappitenderos) which are on-demand personal assistants by the hour using a mobile app or the website. Started by four entrepreneurs from Colombia, since it’s initial launch summer of 2015, as of 1Q17 Rappi has a user base of 1MM+, impressively growing at +20% MoM. Rappi is currently available only in Mexico and Colombia, but will soon be available in Brazil and Argentina. Rappi recently raised USD $52.7M1 in series A (most likely at $150-200M valuation) from Andreessen Horowitz, monashees, FJ Labs, FLOODGATE, Foundation Capital and USD $2M in Colombia before starting YC (USD +$120K). Competition There are several direct, potential and indirect competitors which are: ● Direct LATAM: Mercadoni, Merqueo, Mercado Fresh, Supermercado Now, CornerShop, Delivery Hero (Domocilios, PedidosJa, PedidosYa), iFood, Hogaru, Loggi, Easy Taxi ● Direct Non-LATAM: Postmates, Instacart, Uber (UberEats), Yelp (Eat24), Deliveroo, Just Eat, GrubHub/Seamless, delivery.com ● Other ODE (Developed Market): TaskRabbit, Handy, Hello Alfred, Thumbtack, Cabify ● Other ODE (Emerging Market): Didi -
Annual Investment Report 2015-2016
South Carolina Retirement System Investment Commission 2015-2016 Annual Investment Report Photos courtesy of the Governor’s Office and the SC National Guard. South Carolina Retirement System Investment Commission Annual Investment Report Fiscal Year Ended June 30, 2016 Capitol Center 1201 Main Street, Suite 1510 Columbia, SC 29201 Edward Giobbe, MBA Chair For the period July 1, 2014 - June 30, 2016 Table of Contents Chair Report .....................................................................................................1 Consultant’s Letter ............................................................................................3 Overview ...........................................................................................................5 Commission ......................................................................................................6 Policy Allocation ...............................................................................................9 Manager Returns (Net of Fees) .......................................................................10 Securities Lending ..........................................................................................14 Expenses ..........................................................................................................15 Risk ..................................................................................................................17 Appendix Appendix A: Summary Schedule of Assets and Derivatives .....................19 Appendix B: Cash & -
Banking Rewards & Dining
Banking Rewards & Dining: A Changing Landscape Presented by: Sponsored by: INTRODUCTION Banks and financial services companies have used Travel remains dining as a key differentiator for their card products the most impacted for many years. The COVID crisis has accelerated this category, still trend while upending existing usage of cards for other down over 50%... services. Simply put, during the pandemic, travel and Crisis fosters related benefits have become less relevant. Card issuers innovation. are pivoting to where consumers are spending instead, Vasant Prabhu namely: food. Vice Chairman and Chief Financial Officer, Visa Vasant Prabhu, Vice Chairman and CFO, of Visa, noted as much during a July earnings call, stating: “Travel remains the most impacted category, still down over 50%. Within the restaurant category, card-present spend is still declining, while card-not- present spend continues to grow significantly, with quick service restaurants outperforming.…Crisis fosters innovation. There’s a lot going on.”1 Card issuers are innovating. They are experimenting with differing approaches of how to adapt offerings to meet customers’ dining, delivery, and grocery needs during, as well as perhaps after, the pandemic. Background: dining and dining cards 2017 Dining cards have a long and rich heritage, starting Launch of Capital One Savor Card, with the launch of the Diners Club Card in 1950 by the first card catering to food spend businessman Frank McNamara. He founded the company following an incident: he forgot to bring his wallet to a New York restaurant and vowed never to be 2018 similarly embarrassed again.2 Citi Prestige increases earn for dining rewards to 5X points Over the past 5 years credit card companies have recognized dining as a key focus area to attract affluent consumers.