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GLOBAL RIDESHARING VENDORS Request Full Research
COMPETITIVE ASSESSMENT JULY 10, 2018 Request Full Research CA-1238 GLOBAL RIDESHARING VENDORS INTRODUCTION Ridesharing services have grown at breakneck speeds over the past decade as an increasing number of people are using these services and bypassing conventional taxi services and other forms of public transport. The end goal for current ridesharing services is to disrupt and displace the much larger consumer vehicle ownership market through enhancement of their current services as well as the future application of driverless technology. This study analyzes and compares the strength of the current leading ridesharing providers worldwide through an analysis of their innovation programs, strategies, and implementation achievement, as measured through verifiable metrics. A ridesharing service is defined by ABI Research as any company that allows independent drivers to operate on the company’s mobility platform to provide on-demand transportation to the user. This study will also include ride-hailing providers—companies that do not utilize private drivers but instead partner with local taxi providers to provide on-demand transportation to the user. In addition, a global market share evaluation is also provided in the report and compares each vendor’s share of global ridesharing passenger trips. The vendors assessed in this report are Cabify, Careem, Curb, DiDi Chuxing, Easy Taxi, Gett, Go-Jek, Grab, Kakao Mobility Corporation, Lyft, MyTaxi, Ola Cabs, Taxify, and Uber. METHODOLOGY OVERVIEW After individual scores are established for innovation and implementation, an overall company score is established using the Root Mean Square (RMS) method: The resulting overall scores are then ranked and used for percentile comparisons. The RMS method, in comparison with a straight summation or average of individual innovation and implementation values, rewards companies for standout performance. -
5–7 8–11 12–17 Leading Through Chairman’S Message Group CEO’S Message
B 5–7 8–11 12–17 Leading Through Chairman’s Message Group CEO’s Message 18–21 22–23 26–29 Group CFO’s Message Financial Highlights Economic Overview 32–37 40–47 50–55 Board Roundtable Strategy Management’s Discussion & Analysis 58–69 72–79 80–81 Business Review Sustainability Awards & Recognition 84–89 90–93 94–109 Board of Directors Profiles Executive Management Corporate Governance Profiles Report 110–116 117–192 Risk Management Consolidated Financial Statements His Highness Sheikh Khalifa bin Zayed Al Nahyan President of the United Arab Emirates and Ruler of Abu Dhabi Supreme Commander of the UAE Armed Forces 2 His Highness Sheikh Mohammed bin Zayed Al Nahyan Crown Prince of Abu Dhabi Deputy Supreme Commander of the UAE Armed Forces Chairman of the Abu Dhabi Executive Council 3 Ambition and discipline propel us forward, as a leader, as we work to create the most valuable bank in the UAE. ADCB’s success is built on sheet, and now, even as the delivering extraordinary service to regional and global economy has our customers and communities. become more challenging, growth Offering a better way to bank, we continues. have carved out a leading role in The qualities that give rise to the banking sector and this region enduring success become all through a clear, focused strategy the more apparent when times and its disciplined execution. This get tough. And they continue to led to a series of record-breaking differentiate ADCB as the bank you years and a very strong balance can count on, going forward. -
Bayz Brochure 5 May Final A4 HIGH
Wave OF Luxury Aspire. Aim. Achieve. DUBAI OFFICE ABU DHABI OFFICE INDIA OFFICE SAUDI OFFICE PO Box 113806, Unit No 1 ,1st Floor, The Capital Bldg, MZ002-. Al-Ebdaa Tower Sheikh Zayed Road, Dubai, UAE Khaleej Al Arabi Street, G-Block, Opp ICICI Bank King Fahad Road, Al Olaya T: +971 4 399 8333, Capital Center, Bandra Kurla Complex, Bandra (E) Riyadh, Saudi Arabia F: +971 4 399 8222 Abu Dhabi, UAE. T: 40800 611 22 91+ T: 170234 112 966+ Email: [email protected] T: +971 4 399 8333, F: +971 4 399 8222 Email: [email protected] Email: [email protected] Email: [email protected] Building Success Since it’s inception in 1993, Danube group has been building one success story after another in the region. From a humble beginning as a small building materials trading shop in Deira with 3 employees, Mr. Rizwan Sajan, the Founder and Chairman of Danube, has spearheaded the transformation of the Group, into a diversified, million dollar global conglomerate. Today the Danube Group operates in 9 countries across Middle East and Asia with an employee strength of over 2500. DANUBE GROUP COMPANIES ARE • Danube Building Materials • Danube Properties • Danube Home • Cha Cha Chai • Danubedirect.com • Danube Fashions • Danube Systems • Alucopanel With over 25,000 products and value added services Danube Group prides in nurturing stong relationships with their customers. The Magic of Dubai! Dubai is a city where dreams are turned into reality. A city that has risen from the sands of Arabia to be the most sought after destination in the world. -
Notice of Infringement Decision Sale of Uber's Southeast Asian Business
Section 68 of the Competition Act (Cap. 50B) Notice of Infringement Decision Sale of Uber’s Southeast Asian business to Grab in consideration of a 27.5% stake in Grab Date: 24 September 2018 Case number: 500/001/18 1 CONTENTS EXECUTIVE SUMMARY ..................................................................................................... 3 CHAPTER 1: THE FACTS .................................................................................................... 4 A. BACKGROUND ............................................................................................................ 4 B. THE PARTIES................................................................................................................ 6 C. THE TRANSACTION.................................................................................................... 9 CHAPTER 2: LEGAL AND ECONOMIC ASSESSMENT .............................................. 13 A. THE SECTION 54 PROHIBITION ............................................................................. 13 B. COMPETITION ISSUES ............................................................................................. 18 C. THE COUNTERFACTUAL ........................................................................................ 18 D. RELEVANT MARKETS ............................................................................................. 29 E. MARKET STRUCTURE ............................................................................................. 56 (a) Market Shares and Market Concentration ............................................................ -
MEET US at GULFOOD 21-25 FEBRUARY We Invite You Ali Group Offers to Discover the Widest Range Our Brands
MEET US Ali Group offers the widest range AT GULFOOD of innovative, cost-saving 21-25 FEBRUARY Photo: Subbotina Anna / Shutterstock.com and eco-friendly products in the foodservice equipment industry. 2016 We invite you to discover our brands. Click here to see where our brands are located Gulfood venue map and opening times Dubai Metro FIND OUR BRANDS ZA’ABEEL HALL 4 ZA’ABEEL HALL 5 ZA’ABEEL HALL 6 HALL 2 Booth Z4-A60 Booth Z5-C38 Booth Z6-A29 Booth B2-18 Booth Z4-A76 Booth Z6-A62 Booth B2-39 Booth Z6-C55 Booth Z4-C8 Booth Z6-E8 Booth Z4-C82 Booth Z5-D8 Booth Z4-F60 Booth Z5-D32 Booth Z4-G28 Booth Z5-D60 VENUE MAP OPENING TIMES 21 February 11am - 7pm 22 February 11am - 7pm 21 - 25 February 2016 23 February 11am - 7pm Dubai World Trade Centre 24 February 11am - 7pm www.gulfood.com 25 February 11am - 5pm Convention Tower CONVENTION GATE For any further information P A VILION HALL SHEIKH ZA’ABEEL NEW HALLS MAKTOUM please visit: HALL 8 HALL ZA’ABEEL www.gulfood.com PLAZA HALL 7 SHEIKH ZA’ABEEL HALL RASHID HALL HALL 6 HALL 5 HALL 1 HALL 2 HALL 3 HALL 4 4A EXHIBITION GATE Ibis Hotel TRADE CENTRE ARENA & SHEIKH SAEED HALLS HALL 9 FOOD AND DRINK BEVERAGE & BEVERAGE EQUIPMENT RESTAURANT & CAFÉ FOODSERVICE EQUIPMENT SALON CULINAIRE REGISTRATION AREAS DUBAI METRO The Dubai Metro’s red line ‘World Trade Centre Station’ serves the exhibition centre. Burj Khalifa/Dubai Mall Jumeirah Lake Towers METRO OPERATIONS HOURS Mall of the Emirates World Trade Centre Trade World Al Ras Palm Deira Dubai Internet City Noor Islamic Bank Financial Center Emirates -
Rta Bus Routes List 2019
Dubai Bus ﻻﺋﺤﺔ ﺧﻄﻮط اﻟﺤﺎﻓﻼت اﻟﻌﺎﻣﺔ ﻳﻨﺎﻳﺮ ٢٠١٩ Bus Route Service List January 2019 رﻗﻢ اﻟﺨﻂ ﻳﻨﻄﻠﻖ ﻣﻦ ﻳﺼﻞ ﻟﻐﺎﻳﺔ رﻗﻢ اﻟﺨﻂ ﻳﻨﻄﻠﻖ ﻣﻦ ﻳﺼﻞ ﻟﻐﺎﻳﺔ Route ID Start from End - to Route ID Start from End - to اﻟﺨﻄﻮط اﻟﺴﻳﻌﺔ اﻟﺨﻄﻮط اﻟﻌﺎﻣﺔ Express Bus Routes Local Bus Routes 13B ﻣﺤﻄﺔ ﺣﺎﻓﻼت ﺳﻮق اﻟﺬﻫﺐ ﻣﺤﻄﺔ ﺣﺎﻓﻼت اﻟﻘﺼﻴﺺ 7 ﻣﺤﻄﺔ ﺣﺎﻓﻼت اﻟﺴﻄﻮة اﻟﻘﻮز ﺟﻲ ﻣﺎرت 13B Gold Souq Bus Stn Al Qusais Bus Stn 7 Al Satwa Bus Stn Al Quoz, J Mart 91A ﻣﺤﻄﺔ ﺣﺎﻓﻼت ﺳﻮق اﻟﺬﻫﺐ ﻣﺤﻄﺔ ﺣﺎﻓﻼت ﺟﺒﻞ ﻋ 8 ﻣﺤﻄﺔ ﺣﺎﻓﻼت ﺳﻮق اﻟﺬﻫﺐ ﻣﺤﻄﺔ ﻣﺘﺮو اﺑﻦ ﺑﻄﻮﻃﺔ 91A Gold Souq Bus Stn Jebel Ali Bus Stn 8 Gold Souq Bus Stn Ibn Battuta MS X02 ﻣﺤﻄﺔ اﻟﻐﺒﻴﺒﺔ اﻟﺴﻄﻮة ﻣﺤﻄﺔ ﺣﺎﻓﻼت اﻟﻐﺒﻴﺒﺔ ﻣﺤﻄﺔ ﻣﺘﺮو ﻣﻌﺒﺮ اﻟﺨﻠﻴﺞ اﻟﺘﺠﺎري X02 Al Ghubaiba Bus Stn Al Satwa 9 Al Ghubaiba Bus Stn Business Bay MS 9 X13 ﻗﻳﺔ اﻟﻠﻮﻟﻮ ﻣﺤﻄﺔ ﺣﺎﻓﻼت اﻟﺴﻄﻮة 10 ﻣﺤﻄﺔ ﺣﺎﻓﻼت ﺳﻮق اﻟﺬﻫﺐ ﻣﺤﻄﺔ ﺣﺎﻓﻼت اﻟﻘﻮز X13 LuLu Village Al Satwa Bus Stn 10 Gold Souq Bus Stn Al Quoz Bus Stn X22 ﻣﻨﻄﻘﺔ اﻟﻘﺼﻴﺺ اﻟﺼﻨﺎﻋﻴﺔ 2 ﻣﺤﻄﺔ ﻣﺘﺮو ﻣﻌﺒﺮ اﻟﺨﻠﻴﺞ اﻟﺘﺠﺎري 11A ﻣﺤﻄﺔ ﺣﺎﻓﻼت ﺳﻮق اﻟﺬﻫﺐ اﻟﻌﻮﻳﺮ X22 Al Qusais Ind'l Area 2 Business Bay MS 11A Gold Souq Bus Stn Al Awir X23 ﻣﺤﻄﺔ ﺣﺎﻓﻼت ﺳﻮق اﻟﺬﻫﺐ اﻟﻤﺪﻳﻨﺔ اﻟﻌﺎﻟﻤﻴﺔ 11B ﻣﺤﻄﺔ ﻣﺘﺮو اﻟﺮاﺷﺪﻳﺔ ﻣﺤﻄﺔ اﻟﻌﻮﻳﺮ 11B Rashidiya MS Al Awir Terminus X23 Gold Souq Bus Stn International City ﻣﺤﻄﺔ ﺣﺎﻓﻼت اﻟﻐﺒﻴﺒﺔ X25 ﻣﺤﻄﺔ ﺣﺎﻓﻼت اﻟﻜﺮاﻣﺔ د ﻟﻠﺘﻌﻬﻴﺪ, ﺑﻨﻚ أﺳﻜﺘﻠﻨﺪا اﻟﻤﻠﻜﻲ 2 12 ﻣﺤﻄﺔ ﺣﺎﻓﻼت اﻟﻘﻮز Al Ghubaiba Bus Stn Al Quoz Bus Stn 12 X25 Al Karama Bus Stn Dubai Outsourcing 13 ﻣﺤﻄﺔ ﺣﺎﻓﻼت ﺳﻮق اﻟﺬﻫﺐ اﻟﻘﺼﻴﺺ ﻣﺴﺎﻛﻦ اﻟﻌﻤﺎل Gold Souq Bus Stn Al Qusais DM Housing X28 ﻗﻳﺔ اﻟﻠﻮﻟﻮ ﻣﺤﻄﺔ ﻣﺘﺮو ﻣﺪﻳﻨﺔ د ﻟﻼﻧﺘﺮﻧﺖ LuLu Village Dubai Internet City MS 13 ﻣﺤﻄﺔ ﺣﺎﻓﻼت ﺳﻮق اﻟﺬﻫﺐ ﻣﺤﻄﺔ ﺣﺎﻓﻼت اﻟﻘﺼﻴﺺ X28 13A -
What Drives Customer Satisfaction and Well-Being in Ridesharing? a Developing Country Perspective
Association for Information Systems AIS Electronic Library (AISeL) International Conference on Electronic Business ICEB 2019 Proceedings (ICEB) Winter 12-8-2019 What drives customer satisfaction and well-being in ridesharing? A developing country perspective Aijaz A. Shaikh Heikki Karjaluoto Francisco Liébana Cabanillas Follow this and additional works at: https://aisel.aisnet.org/iceb2019 This material is brought to you by the International Conference on Electronic Business (ICEB) at AIS Electronic Library (AISeL). It has been accepted for inclusion in ICEB 2019 Proceedings by an authorized administrator of AIS Electronic Library (AISeL). For more information, please contact [email protected]. Shaikh, A.A., Karjaluoto, H., & Liébana-Cabanillas, F. Shaikh, Karjaluoto, & Liébana-Cabanillas (2019). What drives customer satisfaction and well-being in ridesharing? A developing country perspective. In Proceedings of the 19th International Conference on Electronic Business (pp. 553–557). ICEB, Newcastle upon Tyne, UK, December 8–12. What drives customer satisfaction and well-being in ridesharing? A developing country perspective (Work in Progress) Aijaz A. Shaikh*, University of Jyväskylä, Finland, [email protected] Heikki Karjaluoto, University of Jyväskylä, Finland, [email protected] Francisco Liébana-Cabanillas, University of Granada, Spain, [email protected] ABSTRACT This study examines ridesharing services from the customer perspective in a developing country context and investigates two significant post-adoption and marketing consequences: satisfaction and well-being. Using a purposeful sampling technique, six semi-structured in-depth interviews were conducted in Sindh province, Pakistan. Among the major findings are that customers’ awareness of the services and how to use the mobile application, convenience of use, high perceived value, the quality of information available in the ridesharing mobile app, real-time location services, and an effective complaint resolution mechanism promote customer satisfaction and well-being. -
Uber-Technologies-Inc-2019-Annual-Report.Pdf
2019 Annual Report 69 Countries A global tech platform at 10K+ massive scale Cities Serving multiple multi-trillion dollar markets with products leveraging our core technology $65B and infrastructure Gross Bookings We believe deeply in our bold mission. Every minute of every day, consumers and Drivers on our platform can tap a button and get a ride or tap a button and get work. We revolutionized personal mobility with ridesharing, and we are leveraging our platform to redefine the massive meal delivery and logistics 111M industries. The foundation of our platform is our MAPCs massive network, leading technology, operational excellence, and product expertise. Together, these elements power movement from point A to point B. 7B Trips UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K (Mark One) ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2019 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: 001-38902 UBER TECHNOLOGIES, INC. (Exact name of registrant as specified in its charter) Delaware 45-2647441 (State or other jurisdiction of incorporation or organization) (I.R.S. Employer Identification No.) 1455 Market Street, 4th Floor San Francisco, California 94103 (Address of principal executive offices, including zip code) (415) 612-8582 (Registrant’s telephone number, including area code) Securities registered pursuant to Section 12(b) of the Act: Name of each exchange Title of each class Trading Symbol(s) on which registered Common Stock, par value $0.00001 per share UBER New York Stock Exchange Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark whether the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. -
Careem: MENA Ride-Hailing Leader Strategizes Future Growth As an Uber Subsidiary
case 7-314-518 Christopher Groening July 14, 2020 Ahmad Al Asady Careem: MENA Ride-hailing Leader Strategizes Future Growth as an Uber Subsidiary Careem’s employees had reason to celebrate. It was early January 2020, and the Dubai-based ride- hailing service’s $3.1 billion acquisition by Uber was official.1 Careem, which operated throughout the Middle East and North African (MENA) region, would be a wholly-owned subsidiary of Uber but continue doing business under its own brand. The company would have more stability and access to resources, and its founders would enjoy a considerable payday. But for Mudassir Sheikha, Careem’s co-founder and chief executive officer, the acquisition made things complicated. Careem and Uber still needed approval from Morocco, Pakistan, and Qatar to complete the transition, and obtaining regulatory approval to operate in Egypt, Jordan, and Saudi Arabia had proven time consuming. Sheikha also had to consider the acquisition’s aftermath. How would the two company cultures mesh? Would Careem maintain autonomy and true brand independence? Would Sheikha clash with Uber CEO Dara Khosrowshahi? And how would his Captains, the title Careem gave its drivers, react to working for an American company? Careem and Uber would also have to navigate the MENA region’s religious and cultural conventions. Would the Uber acquisition make it difficult to schedule Careem drivers around the daily call to prayer and Ramadan, the month-long Muslim period of prayer, fasting, and reflection? Inter- and intra-MENA gender norms, such as whether women could drive, work, and be in the presence of men, also were concerns. -
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Perception Analysis of E-Scooter Riders and Non-Riders in Riyadh, Saudi Arabia: Survey Outputs
sustainability Article Perception Analysis of E-Scooter Riders and Non-Riders in Riyadh, Saudi Arabia: Survey Outputs Mohammed Hamad Almannaa 1,* , Faisal Adnan Alsahhaf 1 , Huthaifa I. Ashqar 2 , Mohammed Elhenawy 3, Mahmoud Masoud 3 and Andry Rakotonirainy 3 1 Department of Civil Engineering, College of Engineering, King Saud University, P. O. Box 800, Riyadh 11421, Saudi Arabia; [email protected] 2 Booz Allen Hamilton, Washington, DC 20003, USA; [email protected] 3 Centre for Accident Research and Road Safety, Queensland University of Technology, Brisbane, QLD 4059, Australia; [email protected] (M.E.); [email protected] (M.M.); [email protected] (A.R.) * Correspondence: [email protected] Abstract: This study explores the feasibility of launching an e-scooter sharing system as a new micro- mobility mode, and part of the public transportation system in the city of Riyadh, Saudi Arabia. Therefore, survey was conducted in April 2020 to shed light on the perception of e-scooter systems in Riyadh. A sample of 439 respondents was collected, where majority indicated willingness to use the e-scooter sharing system if available (males are twice as likely to agree than females). Roughly 75% of the respondents indicated that open entertainment areas and shopping malls are ideal places for e-scooter sharing systems. Results indicated that people who use ride-hailing services such as Uber, expressed more willingness to use e-scooters for various purposes. The study found that the major obstacle for deploying e-scooters in Saudi Arabia is the lack of sufficient infrastructure (70%), followed by weather (63%) and safety (49%).