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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. -
Pre-Feasibility Analysis for the Creation of a Delivery Company in a Context of Great Competition
PRE-FEASIBILITY ANALYSIS FOR THE CREATION OF A DELIVERY COMPANY IN A CONTEXT OF GREAT COMPETITION Alberto Barrera Valdeolivas, s265308 11 DICEMBRE 2020 AMAZON CORPORATE Relatore: Maurizio Schenone Credits To Alice, the light of my life, the one that has given me so many good moments and has helped me so much in the last 3 years. To my family: my parents, my sister, my grandparents ... they are the greatest thing I have. To my Italian family, who have always shown me to be one more and have welcomed me from the first moment I arrived To my roommates in Turin: Pol, Sergio, Barbany and Marc. They gave me two of the best years of my life and unforgettable moments. Ai miei fratelli Stenis, Matteo e le mie grandi amiche Chiri, Cecilia and Giulia. To Kobe, the very new member of the family, we are so proud and happy to have you in our lives. 1 Index 1 Introduction ................................................................................................................ 4 1.1 Origin and Motivation ...................................................................................... 4 1.2 Aims and Scope ................................................................................................ 5 1.3 Structure of the document ................................................................................ 6 2 Context ........................................................................................................................ 7 2.1 Actual Delivery System .................................................................................. -
Glovo Scales and Delivers with Makemereach 60% 24%
Glovo scales and delivers with MakeMeReach CASE STUDY Glovo delivers any local product to your door in an average of 30 mins. From electronics, to food, to flowers, Glovo fills the gap between offline and online commerce - on demand and on mobile. Scale quickly In Spain, Glovo has relied on the MakeMeReach solution as a crucial pillar in their scale-up strategy throughout the spanish-speaking world. In September 2017, after roughly two-and-a-half years in business, Glovo decided it was time to scale quickly. In just over a year they’ve added more than 100 cities, and are now active in 22 countries worldwide. Added to that, they’ve multiplied their number or orders delivered by 10 - from 1 million in September 2017, to over 10 million in late 2018. Targeting approach To achieve this kind of growth, Glovo have had to be smart about how they establish their activity in new cities. Their business model is such that they are not only interested in acquiring new users of the service, but also new delivery people (called ‘Glovers’) in each new city. To get both users and Glovers on board, and ensure each new location started off with a bang, Glovo followed a two-stage targeting approach for their Facebook and Instagram advertising campaigns: In the first stage, focusing on individual suburbs at a time, Glovo used broad targeting to Then, in the second reach males and females stage, they built on this aged 20-54 years old. initial audience with lookalikes and additional interest-based groups. -
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, .. -
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 .................................................................................................................................... -
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, -
On-Demand Grocery Disruption
QUARTERLY SHAREHOLDER LETTER Topic: On-demand Grocery Disruption 31 March 2021 Dear Shareholder, Until the great Covid boost of 2020, grocery shopping was slower to move online than many categories. Demand was muted for a few reasons: groceries have lowish ticket sizes – lower, at least, than consumer electronics or high fashion – and low margins; people tend to buy food from companies they trust (particularly fresh food); shopping behaviour is sticky due to the relatively habitual, high frequency nature of grocery shopping, and barriers such as delivery fees were off-putting. On the other hand, the supply side struggled with complicated supply chains and difficult-to-crack economics. However, the lengthy Covid pandemic has encouraged people to experiment at a time when the level of digital adoption has made it a whole lot easier for suppliers to reach scale. Unsurprisingly, recent surveys indicate that most people who tried online grocery shopping during the pandemic will continue to do it post Covid. We therefore expect continued growth in online grocery penetration, and within online grocery, on-demand services that deliver in a hurry are likely to keep growing faster, from less than 10% of the total online grocery bill in most markets today. Ready when you are This letter focuses on the threats and opportunities facing companies from the growth in on-demand grocery shopping. We look at on-demand specifically as we think it will be the most relevant channel for online groceries in EM, and could be the most disruptive. The Fund is exposed to the trend in several ways. -
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. -
Mih Food Delivery Holdings/Just Eat
Dirección de Competencia INFORME Y PROPUESTA DE RESOLUCIÓN EXPEDIENTE C/1072/19 MIH FOOD DELIVERY HOLDINGS/JUST EAT I. ANTECEDENTES (1) Con fecha 7 de noviembre de 2019, ha tenido entrada en la Comisión Nacional de los Mercados y la Competencia (en adelante, CNMC) notificación de la operación de concentración consistente en la adquisición por parte de MIH FOOD DELIVERY HOLDINGS B.V. (MIH), del control exclusivo de JUST EAT plc (JUST EAT) a través de una oferta pública de adquisición hostil anunciada el 22 de octubre de 2019. Esta OPA hostil compite con la operación que ya se autorizó en el marco de la operación C/1046/19TAKE AWAY/JUST EAT1. Esta notificación ha dado lugar al expediente C/1072/19. (2) La notificación ha sido realizada, según lo establecido en el artículo 9 de la Ley 15/2007, de 3 de julio, de Defensa de la Competencia (“LDC”), por superar el umbral establecido en la letra a) del artículo 8.1 de la mencionada norma. A esta operación le es de aplicación lo previsto en el Reglamento de Defensa de la Competencia (“RDC”), aprobado por el Real Decreto 261/2008, de 22 de febrero. (3) Con fecha 8 de noviembre de 2019, esta Dirección de Competencia, conforme a lo previsto en los artículos 39.1.y 55.6 de la LDC, notificó a un tercer operador un requerimiento de información necesario para la adecuada valoración de la concentración, cuya respuesta fue recibida en la CNMC el 22 de noviembre de 2019. (4) Con fecha 4 de diciembre de 2019 esta Dirección de Competencia recibió dos versiones sucesivas de propuestas de compromisos (propuesta de compromisos y propuesta de compromisos actualizada) en primera fase al amparo del artículo 59 de la LDC y el artículo 69 del RDC, al objeto de resolver los posibles obstáculos para el mantenimiento de la competencia efectiva que puedan derivarse de la concentración. -
Pontificia Universidad Católica Del Perú Facultad De Gestión Y Alta Dirección
PONTIFICIA UNIVERSIDAD CATÓLICA DEL PERÚ FACULTAD DE GESTIÓN Y ALTA DIRECCIÓN Identificación de perfiles del consumidor de aplicativos móviles de delivery de comida en las zonas 6 y 7 de Lima Metropolitana Tesis profesional para obtener el título profesional de Licenciada en Gestión con mención en Gestión Empresarial presentada por: GÓMEZ PAREDES, Liz María José MENESES GUTIÉRREZ, Jessy Meneses QUISPE ALARCÓN, Yamilé Juana Sofía Asesoradas por: Mgtr. Milos Richard Lau Barba Lima, junio de 2020 La tesis Identificación de perfiles del consumidor de aplicativos móviles de delivery de comida en las zonas 6 y 7 de Lima Metropolitana ha sido aprobada por: ________________________________ Mgtr. Paloma Martínez-Hague Chonati [Presidente del Jurado] _______________________________ Mgtr. Milos Richard Lau Barba [Asesor Jurado] _______________________________ Mgtr. María de Fátima Ponce Regalado [Tercer Jurado] I A mi mami, por su amor y dedicación, sin ella no hubiera sido posible lograr este objetivo. A mi abuelita que, si bien no pudo estar presente físicamente al final de este camino, sé que me acompaña todo el tiempo. A mi abuelito por sus consejos. A Ricardo y Fabrizio por su apoyo, motivación y aguantar las reuniones grupales en la casa. A mis amigas Yamilé y Jessy porque las risas no faltaron, más bien sobraron. Los quiero. María José Gómez A mi madre, por ser mi guía y mi motivación en todos mis pasos a seguir. A mi papá, por su esfuerzo y apoyo incondicional para culminar mis estudios. A mi hermano Álvaro, por ser mi soporte en esta etapa. A mis compañeras de tesis y grandes amigas, por la paciencia y dedicación.