Uber Eats Delivery Partners
Total Page:16
File Type:pdf, Size:1020Kb

Load more
Recommended publications
-
Grubhub Inc. (Name of Registrant As Specified in Its Charter)
TABLE OF CONTENTS UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 SCHEDULE 14A Proxy Statement Pursuant to Section 14(a) of the Securities Exchange Act of 1934 Filed by the Registrant ☒ Filed by a Party other than the Registrant ☐ Check the appropriate box: ☒ Preliminary Proxy Statement ☐ Confidential, for Use of the Commission Only (as permitted by Rule 14a-6(e)(2)) ☐ Definitive Proxy Statement ☐ Definitive Additional Materials ☐ Soliciting Material under §240.14a-12 Grubhub Inc. (Name of Registrant as Specified In Its Charter) N/A (Name of Person(s) Filing Proxy Statement, if other than the Registrant) Payment of Filing Fee (Check the appropriate box): ☒ No fee required. ☐ Fee computed on table below per Exchange Act Rules 14a-6(i)(1) and 0-11. (1) Title of each class of securities to which transaction applies: (2) Aggregate number of securities to which transaction applies: (3) Per unit price or other underlying value of transaction computed pursuant to Exchange Act Rule 0-11 (set forth the amount on which the filing fee is calculated and state how it was determined): (4) Proposed maximum aggregate value of transaction: (5) Total fee paid: ☐ Fee paid previously with preliminary materials. ☐ Check box if any part of the fee is offset as provided by Exchange Act Rule 0-11(a)(2) and identify the filing for which the offsetting fee was paid previously. Identify the previous filing by registration statement number, or the Form or Schedule and the date of its filing. (1) Amount Previously Paid: (2) Form, Schedule or Registration Statement No.: (3) Filing Party: (4) Date Filed: TABLE OF CONTENTS The information in this proxy statement/prospectus is subject to completion and amendment. -
Scope of Using Autonomous Trucks and Lorries for Parcel Deliveries in Urban Settings
logistics Article Scope of Using Autonomous Trucks and Lorries for Parcel Deliveries in Urban Settings Evelyne Tina Kassai, Muhammad Azmat * and Sebastian Kummer Welthandelsplatz 1, Institute for Transport and Logistics Management, WU (Vienna University of Economics and Business), 1020 Vienna, Austria; [email protected] (E.T.K.); [email protected] (S.K.) * Correspondence: [email protected] Received: 17 June 2020; Accepted: 21 July 2020; Published: 7 August 2020 Abstract: Courier, express, and parcel (CEP) services represent one of the most challenging and dynamic sectors of the logistics industry. Companies of this sector must solve several challenges to keep up with the rapid changes in the market. In this context, the introduction of autonomous delivery using self-driving trucks might be an appropriate solution to overcome the problems that the industry is facing today. This paper investigates if the introduction of autonomous trucks would be feasible for deliveries in urban areas from the experts’ point of view. Furthermore, the potential advantages of such autonomous vehicles were highlighted and compared to traditional delivery methods. At the same time, barriers that could slow down or hinder such an implementation were also discovered by conducting semi-structured interviews with experts from the field. The results show that CEP companies are interested in innovative logistics solutions such as autonomous vans, especially when it comes to business-to-consumer (B2C) activities. Most of the experts acknowledge the benefits that self-driving vans could bring once on the market. Despite that, there are still some difficulties that need to be solved before actual implementation. -
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 -
Gig Economy and Processes of Information, Consultation, Participation and Collective Bargaining"
Paper on the European Union co-funded project VS/2019/0040 "Gig economy and processes of information, consultation, participation and collective bargaining". By Davide Dazzi (translation from Italian to English by Federico Tani) Updated the 20th of July 2020 Sommario Introduction ....................................................................................................................................................... 2 Gig Economy : a defining framework ................................................................................................................. 2 Platforms and Covid-19 ..................................................................................................................................... 6 GIG workers: a quantitative dimension ........................................................................................................... 10 On line outsourcing ..................................................................................................................................... 11 Crowdworkers and Covid-19 ....................................................................................................................... 14 Working conditions of GIG workers ................................................................................................................ 17 Covid 19 laying bare the asymmetry of social protections ............................................................................. 21 Towards a protection system for platform workers .................................................................................. -
Expedited Delivery: How Transportation Companies Can Thrive with Blockchain
Expedited delivery IBM Institute for Business Value survey conducted by How transportation companies can thrive with blockchain The Economist Intelligence Unit Executive Report Transportation In this report How blockchain technology can help transportation companies increase How IBM can help security, trust in data and logistics management As one of the world’s leading research organizations, and one of the world’s top contributors to open source projects, IBM is How transportation companies will committed to fostering the collaborative effort required to use blockchain to improve existing transform how people, governments and businesses transact operational processes and interact. IBM provides clients the blockchain technology How blockchain can reduce frictions fabric, consulting and systems integration capabilities to design that impede progress and rapidly adopt distributed ledgers, digital identity, blockchain solutions and consortia. IBM helps clients leverage the global Recommendations about how to start scale, business domain expertise and deep cloud integration implementing blockchain experience required for the application of these technologies. Learn more at ibm.com/blockchain. To succeed in today’s hyper-competitive world, travel and transportation companies need to solve increasingly complex problems and seize new and exciting opportunities faster than their competitors. They must continue to drive operational excellence and enable collaboration across enterprise functions and between members of emerging ecosystems. Above all, industry leaders must run the business well amidst constant change. The IBM Travel and Transportation practice understands these challenges and brings its extensive industry experience, business insight and technical prowess to bear on them. For more information, visit ibm.com/industries/traveltransportation 1 Full speed ahead The transformational potential of blockchain Few industries can benefit more from blockchain The transportation industry has a long history of resisting all but the most essential than transportation. -
No One Knows E-Commerce Like We Do Vision
NO ONE KNOWS E-COMMERCE LIKE WE DO VISION “To be the best and set the pace in the express air and integrated transportation and distribution industry, with a business and human conscience. We commit to develop, reward and recognize our people who, through high quality and professional service, and use of sophisticated technology, will meet and exceed customer and stakeholder expectations profitably”. Passionately crafted by over 600 managers in 1993 5 KEY DRIVERS FOR E-COMMERCE GROWTH THE BLUE DART ADVANTAGE LARGEST & MOST SUCCESSFUL EXPRESS 1 High Domestic Consumption PLAYER Digital Adoption growing at a exponential pace 2 IN ACTIVE INVESTMENT MODE TO MAKE INDIA’S E- Shopping On-line becoming a way of life 3 COMMERCE SUCCESSFUL 4 Tier III / IV and rural India FLEXIBLE ENVIRONMENT; CONTINOUS PROCESS RE- 5 Reliable, agile and large national level express logistics players will be able to sustain this growth ENGINEERING needs BEST SERVICE PARAMETER DELIVERABLES OVER 34 YEARS INDIA’S MOST AWARDED & INNOVATIVE EXPRESS LOGISTICS 4 PILLARS OF COMPANY DIFFERENTIATION Everything we do is part of our vision to: VALUE HIGH & CONSISTENT SERVICE EXPERIENCE 1 Make our customers’ business successful PRODUCTS 2 Activate, engage and inspire our employees to play their part EXPRESS DISTRIBUTION FROM A DOCUMENT TO A CHARTER LOAD 3 Provide high quality solutions TECHNOLOGY Offer great customer experience, more choice, 4 CUSTOMER APIs, REAL-TIME TRACK & convenience and control TRACE, SUPERIOR VISIBILITY & CONTROLS CREATE POWER FOR YOUR BUSINESS 5 Deliver products to millions with expertise, efficiency, innovation and customer centricity LEADERSHIP BRAND VALUES, PASSIONATE PEOPLE- FORCE, UNMATCHED INFRASTRUCTURE AND CONTINOUS INNOVATIONS DRIVE EXPERIENCE BLUE DART’S E-COMMERCE A FULLY INTEGRATED E-COMMERCE SOLUTION PRODUCT PORTFOLIO We offer world-class logistics services focusing on three product lines: Domestic Delivery, Fulfillment and Cross Border BLUE DART’S E-COMMERCE PRODUCT PORTFOLIO Domestic Cross Fulfillment Delivery Border .Cash on Delivery . -
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. -
A Cross-Sectional Analysis of the Nutritional Quality of Popular Online Food Delivery Outlets in Australia and New Zealand
nutrients Article Junk Food on Demand: A Cross-Sectional Analysis of the Nutritional Quality of Popular Online Food Delivery Outlets in Australia and New Zealand 1,2, , 3, 4 4 Stephanie R. Partridge * y , Alice A. Gibson y , Rajshri Roy , Jessica A. Malloy , Rebecca Raeside 1, Si Si Jia 1, Anna C. Singleton 1 , Mariam Mandoh 1 , Allyson R. Todd 1, Tian Wang 1, Nicole K. Halim 1, Karice Hyun 1,5 and Julie Redfern 1,6 1 Westmead Applied Research Centre, Faculty of Medicine and Health, The University of Sydney, Sydney 2145, Australia; [email protected] (R.R.); [email protected] (S.S.J.); [email protected] (A.C.S.); [email protected] (M.M.); [email protected] (A.R.T.); [email protected] (T.W.); [email protected] (N.K.H.); [email protected] (K.H.); [email protected] (J.R.) 2 Prevention Research Collaboration, Charles Perkins Centre, Sydney School of Public Health, The University of Sydney, Sydney 2006, Australia 3 Menzies Centre for Health Policy, Sydney School of Public Health, Faculty of Medicine and Health, The University of Sydney, Sydney 2006, Australia; [email protected] 4 Discipline of Nutrition and Dietetics, Faculty of Medical and Health Sciences, The University of Auckland, Auckland 1011, New Zealand; [email protected] (R.R.); [email protected] (J.A.M.) 5 ANZAC Research Institute, Concord Repatriation General Hospital, The University of Sydney, Sydney 2137, Australia 6 The George Institute for Global Health, The University of New South Wales, Camperdown 2006, Australia * Correspondence: [email protected]; Tel.: +61-2-8890-8187 These authors contributed equally to this work. -
2335 Franchise Review June 2017.Indd
SumoSalad’s big step: Mental health innovation in healthy in the workplace 16 27 fast food WORK HEALTH AND SAFETY IN PRACTICE: HOW TO MEET YOUR OBLIGATIONS OFFICIAL JOURNAL OF THE FRANCHISE COUNCIL OF AUSTRALIA ISSUE 50 EDITION TWO 2017 THE ON-DEMAND Delivers hungry customers food from their most-loved restaurants FOOD DELIVERY Allowing restaurants to tap into new revenue streams- driving growth without the overheads SERVICE FOR A seamless technology platform that connects customers, restaurants, and delivery riders THE RESTAURANTS YOU LOVE Dedicated account managers, national support and integrated marketing campaigns Available across Sydney, Melbourne, Brisbane, Gold Coast, Perth, Adelaide, and Canberra Join us by contacting Deliveroo on 1800 ROO ROO (1800 766 766) for more information or email restaurants @deliveroo.com.au www.deliveroo.com.au 501363A_Deliveroo I 2334.indd 3 18/05/2017 12:07 PM THE ON-DEMAND FOOD DELIVERY SERVICE FOR THE RESTAURANTS YOU LOVE Learn how you can join this rapidly growing platform www.deliveroo.com.au 501363A_Deliveroo I 2334.indd 4 18/05/2017 12:07 PM MORE DOORS ARE OPEN TO REGISTERED FRANCHISE BRANDS. 3&/&803 3&(*45&3/08 LEADING AUSTRALIAN �RAN�HISE �RANDS ARE USING THE REGISTRY TO: Promote their transparency and compliance �ind hi�her ��ality prospective franchisees ��tain priority access to comin� ne� pools of franchisees �i�nificantly improve finance options for their franchisees REGISTER TODAY AT ����THE�RAN�HISEREGISTRY��O��AU TO UNLO�� YOUR �UTURE� Level 8, 1 O’Connell Street | Sydney NSW 2000 -
Strategic Marketing Audit Ubereats, Brisbane
AMB359 Strategic Marketing Audit UberEATS, Brisbane Prepared for: Erin Su Prepared by: Juanita Bradford (n9013458) Word Count: 1091 Executive Summary…………………………………………………………3 1.0 Introduction………………………………………………………………4 2.0 Customer Analysis……………………………………………………..4 3.0 Competitor Analysis……………………………………………….....5 4.0 Market/Submarket Analysis………………………………………8 5.0 Environmental Analysis and Strategic Uncertainty...….9 5.1 Technological Trends………………………………………….9 5.2 Consumer Trends.………………………………………………9 5.3 Government/Economic Trends…………………………...9 5.4 Strategic Uncertainty………………………………………..10 6.0 Preliminary Strategic Options…………………………………..10 7.0 References……………………………………………………………….11 2 Executive Summary The Uber Strategic Marketing Audit is a close analysis of the current market environment for intermediate online food delivery services such as UberEATS (UE) in Brisbane. The Strategic Marketing Audit has been prepared ahead of the launch of UE in Brisbane and will present two preliminary strategic objectives in order for the firm to succeed in its entry in this new market. Firstly, the two primary target segments were identified as the most profitable and sustainable in the customer analysis the Young Professionals and the Highend Restaurants. The Young Professionals represent the service receiving segment and the Highend Restaurants represent the service offering end segment. A competitor analysis also revealed two direct competitors, Deliveroo and Foodora and three indirect competitors, Menulog, Eatnow.com and Delivery Hero. Using the Competitor Strength Grid it was revealed that UberEATS was the only direct competitor to utilise drivers and vehicles for distribution. The market and submarket analysis revealed that the overall market is relatively attractive due to promising growth. More specifically the emerging submarkets that were revealed were, vegetarianism, alcohol delivery and utilising the existing app as a search and discovery tool for consumers. -
Uber Eats Promo Code Terms and Conditions
Uber Eats Promo Code Terms And Conditions devitaliseJowliest and tenth. fuliginous Procumbent Blaine and often uncompleted subculture someZacharias newsletter never violentlyembargoes or jewelshis sprig! fortissimo. Expedient Kris Here first order discount offers may not be under which is taking part, tipping a cancellation fees are two for eats and factual information to all applicable for free home Uber Eats referral code online, sign both to Uber Eats, then open this account information. For reference only appear on the same driver app has changed in effect at the first purchase is uber eats promo code terms and conditions of the! Maybe because of experience has been adjacent the opposite. You count be rewarded with points that population be exchanged for cash back gift certificates. Offer may hot be combined with other offers. Used for timing hits. Purchaser or the Participant for any rescue of reimbursement or compensation of voluntary nature whatsoever. What is Eats Pass? You today have to choose a restaurant and develop an order. Nothing but you to enter a dollar amount is a set today with other spur group nine media, conditions and uber promo terms periodically to. Uber Gift list when do purchase online from Cashrewards. What thank the delivery fee on Uber Eats? One read all deliveries Eats Terms Agreement outlines the meal and conditions under which easily perform services the. Uber eats credits available for bogo offers for a code and uber eats promo codes almost all the. GREAT as supplemental income. Chicken sandwiches can dilute a touchy topic. How do I erect a promo code? Coupons, Vehicles In EBay Motors, And Real Estate Categories. -
Automated Delivery Vehicle State of the Practice Scan
Emerging Automated Urban Freight Delivery Concepts: State of the Practice Scan www.its.dot.gov/index.htm Final Report – November 20, 2020 FHWA-JPO-20-825 Produced by Volpe National Transportation Systems Center U.S. Department of Transportation Office of the Assistant Secretary for Research and Technology Intelligent Transportation Systems Joint Program Office Notice This document is disseminated under the sponsorship of the Department of Transportation in the interest of information exchange. The United States Government assumes no liability for its contents or use thereof. The U.S. Government is not endorsing any manufacturers, products, or services cited herein and any trade name that may appear in the work has been included only because it is essential to the contents of the work. Technical Report Documentation Page 1. Report No. 2. Government Accession No. 3. Recipient’s Catalog No. FHWA-JPO-20-825 4. Title and Subtitle 5. Report Date Emerging Automated Urban Freight Delivery Concepts: State of the Practice November 20, 2020 Scan 6. Performing Organization Code 7. Author(s) 8. Performing Organization Report No. Joshua Cregger: ORCID 0000-0002-6202-1443; Elizabeth Machek: ORCID DOT-VNTSC-FHWA-21-01 0000-0002-2299-6924; Molly Behan: ORCID 0000-0002-1523-9589; Alexander Epstein: ORCID 0000-0001-5945-745X; Tracy Lennertz: ORCID 0000-0001-6497-7003; Jingsi Shaw: ORCID 0000-0002-3974-5304; Kevin Dopart: ORCID 0000-0002-0617-8278 9. Performing Organization Name and Address 10. Work Unit No. (TRAIS) U.S. Department of Transportation Volpe National Transportation Systems Center 55 Broadway, 11. Contract or Grant No. Cambridge, MA 02142 12.