Solactive Food Delivery Index (NTR)
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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. -
Clickscapes Trends 2021 Weekly Variables
ClickScapes Trends 2021 Weekly VariableS Connection Type Variable Type Tier 1 Interest Category Variable Home Internet Website Arts & Entertainment 1075koolfm.com Home Internet Website Arts & Entertainment 8tracks.com Home Internet Website Arts & Entertainment 9gag.com Home Internet Website Arts & Entertainment abs-cbn.com Home Internet Website Arts & Entertainment aetv.com Home Internet Website Arts & Entertainment ago.ca Home Internet Website Arts & Entertainment allmusic.com Home Internet Website Arts & Entertainment amazonvideo.com Home Internet Website Arts & Entertainment amphitheatrecogeco.com Home Internet Website Arts & Entertainment ancestry.ca Home Internet Website Arts & Entertainment ancestry.com Home Internet Website Arts & Entertainment applemusic.com Home Internet Website Arts & Entertainment archambault.ca Home Internet Website Arts & Entertainment archive.org Home Internet Website Arts & Entertainment artnet.com Home Internet Website Arts & Entertainment atomtickets.com Home Internet Website Arts & Entertainment audible.ca Home Internet Website Arts & Entertainment audible.com Home Internet Website Arts & Entertainment audiobooks.com Home Internet Website Arts & Entertainment audioboom.com Home Internet Website Arts & Entertainment bandcamp.com Home Internet Website Arts & Entertainment bandsintown.com Home Internet Website Arts & Entertainment barnesandnoble.com Home Internet Website Arts & Entertainment bellmedia.ca Home Internet Website Arts & Entertainment bgr.com Home Internet Website Arts & Entertainment bibliocommons.com -
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. -
Food and Tech August 13
⚡️ Love our newsletter? Share the ♥️ by forwarding it to a friend! ⚡️ Did a friend forward you this email? Subscribe here. FEATURED Small Farmers Left Behind in Covid Relief, Hospitality Industry Unemployment Remains at Depression-Era Levels + More Our round-up of this week's most popular business, tech, investment and policy news. Pathways to Equity, Diversity + Inclusion: Hiring Resource - Oyster Sunday This Equity, Diversity + Inclusion Hiring Resource aims to help operators to ensure their tables are filled with the best, and most equal representation of talent possible – from drafting job descriptions to onboarding new employees. 5 Steps to Move Your Food, Beverage or Hospitality Business to Equity Jomaree Pinkard, co-founder and CEO of Hella Cocktail Co, outlines concrete steps businesses and investors can take to foster equity in the food, beverage and hospitality industries. Food & Ag Anti-Racism Resources + Black Food & Farm Businesses to Support We've compiled a list of resources to learn about systemic racism in the food and agriculture industries. We also highlight Black food and farm businesses and organizations to support. CPG China Says Frozen Chicken Wings from Brazil Test Positive for Virus - Bloomberg The positive sample appears to have been taken from the surface of the meat, while previously reported positive cases from other Chinese cities have been from the surface of packaging on imported seafood. Upcycled Molecular Coffee Startup Atomo Raises $9m Seed Funding - AgFunder S2G Ventures and Horizons Ventures co-led the round. Funding will go towards bringing the product to market. Diseased Chicken for Dinner? The USDA Is Considering It - Bloomberg A proposed new rule would allow poultry plants to process diseased chickens. -
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. -
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. -
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, .. -
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 .................................................................................................................................... -
Amy Pottinger of Caviar and Crayons
BFF with the Chef Season 2 / Episode 5 Amy Pottinger of Caviar and Crayons Nicole S.: Welcome to BFF with the Chef. I'm your host Nicole Schwegman. Aloha friends and foodies, and welcome back. Today I'm stoked to interview Amy Lauren Pottinger, the self-taught chef, food blogger, and caterer behind Caviar and Crayons, a food blog and catering service that focuses on elevated comfort food. Amy gained national attention when she auditioned and landed a spot on season 13 of Food Network Star. Since the show Amy has continued to grow her business and brand, while remaining rooted in her love of food. Amy is the proud military spouse of an Air Force fighter pilot, and she is also the proud mommy of two utterly adorable kiddos. Hey Amy, and welcome to the show. Amy Pottinger: Hey, thanks for having me. Nicole S.: Thank you for coming on. So look, I'm sure people know who you are. If they don't, y'all need to know who she is, okay. Amy Pottinger: I'm 35 and I don't know who I am so it's cool. Nicole S.: This is existentialism with my BFF at the- Amy Pottinger: Right. With food. Nicole S.: Yeah. All right so we just want to jump right into it, and then we'll get started. So tell me about the last meal you cooked for yourself. Amy Pottinger: So as you mentioned, I'm a mom, I have two young kids. And as much as I like to play culinary adventures for my husband and I, they're not always on board. -
Delivery Hero Geschäftsbericht 2020
ALWAYS DELIVERING AN AMAZING EXPERIENCE ANNUAL REPORT 2020 ALWAYS DELIVERING CONTENT AN AMAZING COMPANY 3 CONSOLIDATED FINANCIAL STATEMENT 85 At a Glance 3 Consolidated Statement of Financial Position 86 EXPERIENCE Our Values 5 Consolidated Statement of Profit or Loss and Letter from the CEO 6 Other Comprehensive Income 87 Management and Team 8 Consolidated Statement of Changes in Equity 88 Report of the Supervisory Board 9 Consolidated Statement of Cash Flows 90 Corporate Governance 14 Notes to the Consolidated Financial Statements 91 Non-financial Report for the Group 35 Responsibility Statement 153 Investor Relations 49 Independent Auditorʼs Report 154 Limited Assurance Report of the Independent Auditor 161 COMBINED MANAGEMENT REPORT 52 FURTHER INFORMATION 163 Group Profile 53 Economic Report 56 GRI Content Index 164 Risk and Opportunity Report 67 Financial Calendar 2021 169 Outlook 79 Imprint 169 Supplementary Management Report to the Disclaimer and further Notices 170 Separate Financial Statements 81 Other Disclosures 84 Use our interactive table of contents. You will be taken directly to the relevant page. DELIVERY HERO AT A GLANCE ORDERS 2020: GMV 1,304.1 2020: MILLION EUR MILLION 12,360.9 BACK 2019: 2019: +96 % 666.0 +66 % 7,435.4 FORWARD PREVIOUS PAGE SEARCH TOTAL SEGMENT ADJ. EBITDA/GMV HOME REVENUE IN % 2020: EUR MILLION 2,836.2 −8 −6 −4 −2 0 2020: 2019: −4.6 +95 % 2019: −5.8 1,455.7 +1.2 PP EUROPE Austria, Bosnia and Herzegovina, Bulgaria, Croatia, Cyprus, Czech Republic, Finland, Greece, Hungary, Montenegro, +51 % Norway, -
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