Ride Hailing Apps Usage During the Pandemic
Total Page：16
File Type：pdf, Size：1020Kb
Load more
Recommended publications
-
Download?Doi=10.1.1.133.5901&Rep=Rep1&Type=Pdf Zarei, A
Volume 3, June 2020 ISSN: 2591 - 801X JALT J o g u n r i n h a c l a o Te f & Ap ng plied Learni Vol.3 No.1 (2020) Journal of Applied Learning & Teaching DOI: https://doi.org/10.37074/jalt.2020.3.1 Editor-in-Chief Jürgen Rudolph Editor-in-Chief Jürgen Rudolph, Kaplan Higher Education Singapore Associate Editors Joey Crawford, University of Tasmania Margarita Kefalaki, Communication Institute of Greece Nigel Starck, University of South Australia Shannon Tan, Kaplan Higher Education Singapore Eric Yeo Zhiwei, Kaplan Higher Education Singapore Editorial Board James Adonopoulos, Kaplan Business School, Australia Nelson Ang, Kaplan Higher Education Singapore William Baker, University of Tasmania, Australia Abhishek Bhati, James Cook University, Singapore Rob Burton, Griffith University, Australia Mike Christie, Kaplan Higher Education Singapore Joseph Crawford, University of Tasmania, Australia Ailson De Moraes, Royal Holloway, University of London, UK Fotini Diamantidaki, University College London, UK Michael D. Evans, Kaplan Higher Education Singapore Lucy Gill-Simmen, Royal Holloway, University of London, UK Matt Glowatz, University College Dublin, Ireland Lena Itangata, University of Portsmouth, UK Rhys Johnson, Kaplan Higher Education Singapore Margarita Kefalaki, Communication Institute of Greece Bashar Malkawi, University of Sharjah, United Arab Emirates Paola A. Magni, Murdoch University, Singapore Justin O’Brien, Royal Holloway, University of London, UK Orna O’Brien, University College Dublin, Ireland Can-Seng Ooi, University of Tasmania, -
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 -
Online Transportation Price War: Indonesian Style
CORE Metadata, citation and similar papers at core.ac.uk Provided by Klaipeda University Open Journal Systems SAKTI HENDRA PRAMUDYA ONLINE TRANSPORTATION PRICE WAR: INDONESIAN STYLE ONLINE TRANSPORTATION PRICE WAR: INDONESIAN STYLE Sakti Hendra Pramudya1 Universitas Bina Nusantara (Indonesia), University of Pécs (Hungary) ABStrAct thanks to the brilliant innovation of the expanding online transportation companies, the Indonesian people are able to obtain an affor- dable means of transportation. this three major ride-sharing companies (Go-Jek, Grab, and Uber) provide services which not only limited to transportation service but also providing services for food delivery, courier service, and even shopping assistance by utili- zing gigantic armada of motorbikes and cars which owned by their ‘driver partners’. these companies are competing to gain market share by implementing the same strategy which is offering the lowest price. this paper would discuss the Indonesian online trans- portation price war by using price comparison analysis between three companies. the analysis revealed that Uber was the winner of the price war, however, their ‘lowest price strategy’ would lead to their downfall not only in Indonesia but in all of South East Asia. KEYWOrDS: online transportation companies, price war, Indonesia. JEL cODES: D40, O18, O33 DOI: http://dx.doi.org/10.15181/rfds.v29i3.2000 Introduction the idea of ride-hailing was unfamiliar to Indonesian people. Before the inception (and followed by the large adoption) of smartphone applications in Indonesia, the market of transportation service was to- tally different. the majority of middle to high income Indonesian urban dwellers at that time was using the conventional taxi as their second option of transportation after their personal car or motorbike. -
Meituan 美團 (The “Company”) Is Pleased to Announce the Audited Consolidated Results of the Company for the Year Ended December 31, 2020
Hong Kong Exchanges and Clearing Limited and The Stock Exchange of Hong Kong Limited take no responsibility for the contents of this announcement, make no representation as to its accuracy or completeness and expressly disclaim any liability whatsoever for any loss howsoever arising from or in reliance upon the whole or any part of the contents of this announcement. (A company controlled through weighted voting rights and incorporated in the Cayman Islands with limited liability) (Stock code: 3690) ANNOUNCEMENT OF THE RESULTS FOR THE YEAR ENDED DECEMBER 31, 2020 The Board of Directors (the “Board”) of Meituan 美團 (the “Company”) is pleased to announce the audited consolidated results of the Company for the year ended December 31, 2020. These results have been audited by the Auditor in accordance with International Standards on Auditing, and have also been reviewed by the Audit Committee. In this announcement, “we,” “us” or “our” refers to the Company. KEY HIGHLIGHTS Financial Summary Unaudited Three Months Ended December 31, 2020 December 31, 2019 As a As a percentage percentage Year-over- Amount of revenues Amount of revenues year change (RMB in thousands, except for percentages) Revenues 37,917,504 100.0% 28,158,253 100.0% 34.7% Operating (loss)/profit (2,852,696) (7.5%) 1,423,860 5.1% (300.3%) (Loss)/profit for the period (2,244,292) (5.9%) 1,460,285 5.2% (253.7%) Non-IFRS Measures: Adjusted EBITDA (589,128) (1.6%) 2,178,650 7.7% (127.0%) Adjusted net (loss)/profit (1,436,520) (3.8%) 2,270,219 8.1% (163.3%) Year Ended December 31, 2020 -
Southeast Asia New Economy
July 29, 2020 Strategy Focus Southeast Asia New Economy Understanding ASEAN's Super Apps • Grab and Gojek started as ride hailing companies and have expanded to food and parcel delivery, e-wallet and other daily services, solidifying their "Super App" status in ASEAN. • Bloomberg reported in April 2019 that both companies had joined the "decacorn" ranks, valuing Grab at US$14bn and Gojek at US$10bn. • Both Grab and Gojek have stated their intentions to list by 2023/24. Building on our June 14, 2020 ASEAN Who’s Who report, we take a closer look at Grab and Gojek, two prominent Southeast Asian app providers that achieved Super App status. Practicality vs. time spent: The ASEAN population spends 7-10 hours online daily (Global Web Index as of 3Q19), of which 80% is on social media and video streaming sites. While ride hailing services command relatively low usage hours, the provision of a reliable alternative to ASEAN's (except for Singapore's) underdeveloped public transport has made both "must own" apps. Based on June 2020 App Annie data, 29% and 27% of the ASEAN population had downloaded the Grab and Gojek apps, respectively. Merchant acquisition moving to center stage: A price war and exorbitant incentives/ subsidies characterized customer acquisition strategies until Grab acquired Uber’s Southeast Asian operations in March 2018. We now see broader ride hailing pricing discipline. Grab and Gojek have turned to merchant acquisition as their focus shifts to online food delivery business (and beyond). ASEAN TAMs for ride hailing of US$25bn and online food delivery of US$20bn by 2025E: Our sector models focus on ASEAN’s middle 40% household income segment, which we see as the target audience for both businesses. -
At the Global Food Safety Conference 2018
+17TH EDITION GFSC 1,200 DELEGATES 2018 CONTENT in numbers 86% +80% 53 of delegates rank this event plan to join us better than other countries The Global Food Safety Conference � � � � � � � � � � � � � � � � � � � � 4 Mike Taylor, Former FDA Deputy Commissioner � � � � � � � � � � � � � � 16 5 again in 2019 comparable events Programme at a Glance � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 5 Xiaoqun He, Deputy Director General of Registration DAYS Department, CNCA � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 16 of sessions, Michel Leporati, Executive Secretary, ACHIPIA meetings and DAY 1: TUESDAY 6TH MARCH 2018 events (Agencia Chilena para la Calidad e Inocuidad Alimentaria) � � � 17 PRE-CONFERENCE SESSION: Dr. Stephen Ostroff, Deputy Commissioner, Office of Foods GFSI & YOU & Veterinary Medicine, U.S. Food & Drug Administration, FDA � � � � 17 Katsuki Kishi, General Manager, Quality Management Depart- Jason Feeney, CEO, FSA � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 17 ment, ÆON Retail Co., Ltd. � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 6 Bill Jolly, Chief Assurance Strategy Officer, New Zealand 8 8 3 4 3rd Andy Ransom, CEO, Rentokil Initial � � � � � � � � � � � � � � � � � � � � � � � � � � � � 6 Ministry for Primary Industries � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 17 65 36 Special Tech Discovery GFSI award iteration Peter Freedman, Managing Director, The Consumer Speakers Exhibitors -
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 .................................................................................................................................... -
Regulatory Developments in the Gig Economy: a Literature Review
The Winners, 21(2), September 2020, 141-153 P-ISSN: 1412-1212 DOI: 10.21512/tw.v21i2.6758 E-ISSN: 2541-2388 Regulatory Developments in the Gig Economy: A Literature Review Victory Haris Kusuma Wardhana1*; Maria Grace Herlina2, Sugiharto Bangsawan3; Michael Aaron Tuori4 1,2,3,4Management Department, BINUS Business School Undergraduate Program, Bina Nusantara University Jl. Kebon Jeruk Raya No. 27, Kebon Jeruk, Jakarta 11530, Indonesia [email protected]; [email protected]; [email protected]; [email protected] Received: 13th November 2020/ Revised: 25th January 2021/ Accepted: 25th January 2021 How to Cite: Wardhana, V. H. K., Herlina, M. G., Bangsawan, S., & Tuori, M. A. (2020). Regulatory developments in the gig economy: A literature review. The Winners, 21(2), 141-153. https://doi.org/10.21512/tw.v21i2.6758 Abstract - The emergence of the gig economy online platforms that enable paid tasks or rented goods and its rapid growth was anticipated to play a big part to be carried out by independent contractors and are in its economy. Despite the enormous benefits, the gig called the “gig economy” (Koutsimpogiorgos et al., economy business model had also attracted numerous 2019). The gig economy also overlaps considerably issues in many countries and regions. The research with other concepts, such as the sharing economy, utilized a Systematic Literature Review (SLR) collaborative economy, and platform economy (Belk, methodology by Snyder for analyzing regulation 2014; Chalmers & Matthews, 2019; Hyman, 2018). issues in the gig economy, which was divided into The digital platform era is a catalyst for six steps, those were defining the central question, globalization that transcends national boundaries and determining databases, using search string to find fosters better cross-country flows (Lund & Tyson, relevant keywords, extracting data, filtering data, and 2018). -
Fintech Companies in Emerging Markets
Fintech Companies in Emerging Markets State of Play, Financial Inclusion Potential, And Your Role Gayatri Murthy Financial Sector Specialist, CGAP The Enabling Environment For Fintech Fintech continues to explode globally, and in emerging markets Many services appear as do ecosystems of incubators, accelerators, etc. But things shift fast! Mexico Nigeria India Indonesia 3 © CGAP 2018 The solutions and their scale is dependent on enabling regulation Enabling Regulation CGAP Research Shows 4 Enablers are crucial: • Non-bank e-money issuance • Use of agents • Risk-based customer due diligence • Customer protection Mexico Fintech Law P2P legislation in India and Indonesia M-Pesa enabled by Kenyan E-money issuance 4 © CGAP 2018 Robust financial and physical infrastructure is also key to fintech development Robust financial and physical Account Holders infrastructure: (Findex) 2011 2018 • Mobile phone • Mobile internet connections Indonesia 20% 49% • Reliable electricity India 35% 80% • Digital ID system Kenya 42% 82% • Real-time, interoperable payments • Data sharing regimes (rare) Mobile Internet Penetration (GSMA) 2014 2018 Indonesia 21% 43% India 19% 35% Kenya 16% 24% Mexico “Co-Di” 5 Payments Scheme India Stack © CGAP 2018 These two factors also determine whether these solutions can reach BOP or not Enabling Regulation Robust financial and physical infrastructure: Reach BOP or not: • Example: Nigeria’s BVN number • Example: Most agents, merchants and drivers focused in rural areas 6 © CGAP 2018 Guideline: Understand and support external -
55 Model Platform Sharing Economy Di Indonesia Study Kasus
Model Platform Sharing Economy di Indonesia Study Kasus: Unicorn Lokal Prayogi R. Saputra Universitas Islam Raden Rahmat, Indonesia, [email protected] Nur Hayatin Universitas Muhammadiyah Malang, Indonesia, [email protected] Abstract The sharing economy platform is a concept that is not yet stable and will continue to grow. This is evidenced by the various types of sharing economy platforms developed, especially in Indonesia. Many applications are made, but there are only a few applications that succeed in their business even reaching the Unicorn. They are Gojek, Traveloka, Tokopedia and Bukalapak. This study answers the question of how a typology of economic models sharing platforms in Indonesia is successful by taking the four unicorns as objects. The basic model of sharing economy used consists of four models taking into account the level of company control over participants and the level of competition between participants. Typology was developed through analysis of qualitative data obtained by observing the 4 Unicorn application which became the most successful platform in terms of user acquisition, active users, and transaction volumes. The theoretical contribution of this research is the sharing economic categorization model in Indonesia, considering that there is no research that presents the generic typology as intended. While the practical contribution is to provide a reference for beginners and investors about sharing economic models that are relevant for the Indonesian market. From the results of this study, we will know the typology model of a sharing economic platform that is developing in Indonesia, so it is expected to be a reference for business development towards the industrial revolution era 4.0. -
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.