Delivering the Multisensory Experience of Dining-Out, for Those Dining-In, During the Covid Pandemic
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The State of European Food Tech 2021
The State of European Food Tech 2021 MARCH 2021 2020 marked an inflection point Covid-19 accelerated egrocery Food production and for foodtech, as consumers adoption, and the emergence of transformation is catching up reassessed how they eat new food distribution models with consumer-facing foodtech The pandemic has driven radical changes in We believe the egrocery to be bigger than food B2B food companies may take longer to unlock consumer behaviour and accelerated adoption delivery, as total market for groceries is $2.1tn growth than B2C but the opportunity could be of meal and grocery deliveries, some of which is compared to $0.6tn for restaurants. Egrocery bigger representing €1.7bn of capital investment in 2020 . here to stay. It also highlighted big inefficiencies companies have seen skyrocketing growth in in the food supply chain and raised awareness 2020 (3x to 10x vs 2019), as convenience turned The pandemic highlighted inefficiencies in the for a healthier and sustainable food system. into necessity. food supply chain and the need for new technology solutions. Investments to enable 2020 saw continued growth in food startup As demand shifted away from food services, supply chain automation, or funding to indoor investor interest, with €2.4bn invested in 2020 meal kits companies efficiently stepped in and vertical farming have been on the rise. (+12x vs 2013) and an increase of foodtech together with virtual/dark kitchens, and Insect production and food waste management also attracted large VC funding. startup valuations (+156% vs 2019). removed previous doubts over these models. Quick-commerce startups (the 15 minute As consumer interest in sustainable alternatives European foodtech unicorns are now large, delivery from local dark stores), the last grows, so do investments and valuations in the international players, catching up with their US newborn in the grocery space, drew most plant-based and cell-based sector (10x in 5 counterparts (i.e. -
MUNCHERY, INC., Debtor. Case No
UNITED STATES BANKRUPTCY COURT NORTHERN DISTRICT OF CALIFORNIA SAN FRANCISCO DIVISION In re: Case No. 19-30232 (HLB) MUNCHERY, INC., Chapter 11 Debtor. FIRST AMENDED JOINTLY PROPOSED COMBINED CHAPTER 11 PLAN OF LIQUIDATION AND TENTATIVELY APPROVED DISCLOSURE STATEMENT DATED AS OF JUNE 10, 2020 INTRODUCTION This is the First Amended Jointly Proposed Combined Chapter 11 Plan of Liquidation and Disclosure Statement (the “Plan”), which is being proposed by Munchery, Inc. (the “Debtor”) and the Official Committee of Unsecured Creditors of the Debtor (the “Committee”) in the above- captioned chapter 11 case (the “Chapter 11 Case”) pending before the United States Bankruptcy Court for the Northern District of California, San Francisco Division (the “Bankruptcy Court”). The Plan identifies the classes of creditors and describes how each class will be treated if the Plan is confirmed. The treatment of many of the classes of creditors is intended to be consistent with a Restructuring Support Plan and Term Sheet (the “Settlement Term Sheet”), which was previously approved by the Bankruptcy Court. Part 1 contains the treatment of secured claims. Part 2 contains the treatment of general unsecured claims. Part 3 contains the treatment of administrative and priority claims. Part 4 contains the treatment of executory contracts and unexpired leases. Part 5 contains the effect of confirmation of the Plan. Part 6 contains creditor remedies if the Debtor defaults on its obligations under the Plan. Part 7 contains general provisions of the Plan. Creditors in impaired classes are entitled to vote on confirmation of the Plan. Completed ballots must be received by counsel to the Debtor, and objections to confirmation must be filed and served, no later than August 7, 2020 at 5:00 p.m. -
Track Screen Ads on Swiggy Overview of Swiggy
Track Screen Ads on Swiggy Overview of Swiggy Swiggy ( www.swiggy.com) is an online food ordering and delivery platform that allows customers to order food from restaurants near them. Presence in ~ 12 - 14 MM transacting 200+ cities pan India users visiting every month 40 MM orders / month pan ~50%* market share in India food delivery Double digit MOM growth PAN India 100K+ transacting restos ~25% on board conversion rate Top 7 cities of Swiggy * Market Share nos. are as per reports shared by RedSeer Consulting Why customers love Swiggy ? Swiggy’s Growth Story Swiggy ( www.swiggy.com) has grown phenomenally over the past 24 months (clocking ~11X growth). With expansions in new geographies & more verticals, Swiggy’s growth story is poised to become stronger ~11X Growth Reach the audience that matters to you, at scale Monthly transacting base of ~10 mn users High stickiness on the platform, with an average ordering frequency of 3+ per user Young (18-44MF) Urban Digitally active & Engaged (Top 50 cities) Transacting users Users Food & Beverage context Hyperlocality Strategic post-transaction video ad units to ensure higher engagement • Non-skip, Autoplay, Clickable video unit • Average Monthly Reach: 10mn+ • Average Monthly impressions on track screen: 30mn+ • Average completion rate: 70% • Avg. CTR: 0.2- 0.4% Video unit in Landscape Mode Video unit in Portrait Mode Reinforce brand message or drive performance with display ad units • Display units in standalone as well as carousal format to create the full brand story • Average Monthly Reach: 10mn+ • Average Monthly impressions on track screen: 30mn+ • Avg. CTR on Display: 0.3 – 0.5% Brands across categories have seen results with Swiggy’s in-app ad units BFSI E-commerce Auto / OTT (Customer Acquisition) (Sale / Offer Awareness) (Launch Amplification) Thank You Annexure 1: Display Unit specifications • Card dimensions: 1280 x 1000px • No CTA button on the creative • Carousal Title: Upto 30 characters (incl. -
Chinese Investments in India
CHINESE INVESTMENTS IN INDIA Amit Bhandari, Fellow, Energy & Environment Studies Programme, Blaise Fernandes, Board Member, Gateway House and President & CEO, The Indian Music Industry & Aashna Agarwal, Former Researcher Report No. 3, Map No. 10 | February 2020 Disclaimer: While every effort has been made to ensure that data is accurate and reliable, these maps are conceptual and in no way claim to reflect geopolitical boundaries that may be disputed. Gateway House is not liable for any loss or damage whatsoever arising out of, or in connection with the use of, or reliance on any of the information from these maps. Published by Gateway House: Indian Council on Global Relations 3rd floor, Cecil Court, M.K.Bhushan Marg, Next to Regal Cinema, Colaba, Mumbai 400 039 T: +91 22 22023371 E: [email protected] W: www.gatewayhouse.in Gateway House: Indian Council on Global Relations is a foreign policy think tank in Mumbai, India, established to engage India’s leading corporations and individuals in debate and scholarship on India’s foreign policy and the nation’s role in global affairs. Gateway House is independent, non-partisan and membership-based. Editors: Manjeet Kripalani & Nandini Bhaskaran Cover Design & Map Visualisation: Debarpan Das Layout: Debarpan Das All rights reserved. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form or by any means (electronic, mechanical, photocopying, recording or otherwise), without prior written permission of the publisher. © Copyright 2020, Gateway House: Indian Council on Global Relations. Methodology Our preliminary research indicated that the focus of Chinese investments in India is in the start-up space. -
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. -
2020 Global Consumer Insights Survey China Report So Much Has Been Said About the C-Word These Days
Recover, restart and regrow: How consumer trends ignite transformation in China’s New Retail 2020 Global Consumer Insights Survey China report So much has been said about the C-word these days. All these events took place against a rather unstable Hardly a day went by without news broadcasting cases macro-economic backdrop. China-US trade tensions Foreword of infection, jobless claims, business closures, and so recently flared up with increases in tariff measures, on. airline bans, and other barriers. Aggregate demand weakened and oil prices continued to be volatile. Global supply chains were thrown off kilter following China’s total retail sales of consumer goods in the first worldwide closure of production facilities. Even after half of 2020 declined by 11.4% year on year to 17.2 China resumed capacity subsequently, new factory trillion yuan, according to National Bureau of Statistics. orders from overseas were halted while existing ones were hard to fulfil due to disrupted supply of In the face of macro-economic headwinds, Chinese intermediate products and raw materials. retailers are bearing the brunt of consequences as sales from brick-and-mortar shops plunged during the lockdown of major cities including Wuhan. The average Chinese consumers are left with an uncertain future; their worries include slower growth in living standards, job losses and lower incomes. Figure 1: Business threats to organisations’ growth prospects cited by mainland China CEOs “Somewhat” or 2019 “extremely concerned” 2020 Supply chain disruption 68% 49% Supply chain disruption Volatile energy costs 68% 49% Cyber threats Availability of key skills 64% 47% Changing consumer behaviour Speed of technological change 61% Mainland China 46% Availability of key skills Real estate costs 61% 43% Volatile energy costs Source: PwC’s Global CEO Survey PwC’s Global CEO Survey is conducted every year with CEOs to collect their economic and business outlook for the coming year. -
The Challenges of Online Grocery
EARLY SIGNS OF COST CHALLENGES TO ONLINE GROCERY. JANUARY 2018 THE CHALLENGES OF ONLINE GROCERY JANUARY 2018 On Friday, November 3, 2017, Amazon Fresh according to Bloomberg’s Ellen Huet. She elaborates customers in “select zip codes” across the US that once the higher cost structure is accounted for, received the news that their delivery service would “…it’s unclear where the margin comes from.”8 be terminated. Jack O’Leary of Planet Retail RNG noted, “AmazonFresh has always been an COMPOSITION OF ADDED COSTS OF ONLINE GROCERY economically challenging program to operate without scale,” and, “That scale is tough to reach in (% OF TOTAL) Grocery Home many areas.”1 Rival services such as Peapod and Store Delivery Mailed Instacart have encountered similar struggles to date. Curbside From Meal Kit Cost Driver Pickup Warehouse Service In fact, Peapod was only profitable in three of its 12 markets in 2016 and, on a recent conference call, Jeff Added 14.0% 11.2% Carr, the CFO of Peapod’s parent company Ahold Warehousing Delhaize, remarked, “We’re not happy with Peapod’s Store Shopping 28.9% performance, but we feel confident we’ll be able to Labor improve that performance.”2, 3 Meanwhile, Instacart, Order Assembly 50.4% which delivers groceries from a network of Expenses independent physical stores, is “unit profitable” in Home Delivery 39.5% ten of their 19 markets, meaning that an average Expenses order is profitable in ten markets and unprofitable in Other 71.1% 46.5% 38.4% the other nine.4 This is before overhead expenses Expenses such as corporate administration, marketing, and Source: Sinha, Amithabh and Paul Weitzel. -
The MARU/Matchbox Brand Awareness Rankings By
Which of the following online personal care retailers have you ever heard of? Total 18+ Millennials 18-34 Gen X 35-49 Boomers 50-64 Seniors 65+ Male 18+ Female 18+ Category Brand awareness awareness awareness awareness awareness awareness awareness Personal care Dollar Shave Club 71% 70% 77% 74% 63% 73% 70% Personal care Birchbox 42% 54% 52% 35% 22% 28% 54% Personal care Harry’s 34% 37% 34% 34% 26% 46% 23% Personal care Smile Direct Club 32% 43% 39% 27% 19% 29% 36% Personal care Peloton 28% 29% 26% 30% 27% 27% 30% Personal care Ipsy 26% 40% 29% 20% 10% 17% 34% Personal care Rodan+Fields 21% 32% 28% 14% 6% 13% 28% Personal care PillPack 16% 19% 14% 14% 15% 17% 15% Personal care Noom 15% 21% 13% 13% 11% 12% 18% Personal care Hims 13% 20% 11% 10% 7% 20% 6% Personal care Hubble 12% 22% 13% 8% 5% 13% 11% Personal care ColourPop 9% 23% 9% 3% 1% 6% 12% Personal care eSalon 9% 18% 8% 6% 2% 10% 7% Personal care Glossybox 9% 17% 10% 4% 3% 10% 8% Personal care Lola 9% 22% 7% 3% 1% 8% 9% Personal care Glossier 8% 21% 7% 3% 0% 9% 8% Personal care Quip 8% 16% 7% 6% 1% 11% 6% Personal care Silk Therapeutics 8% 16% 9% 5% 1% 10% 7% Personal care BoxyCharm 8% 20% 8% 2% 0% 8% 8% Personal care 4moms 8% 19% 7% 3% 0% 9% 6% Personal care Native 7% 17% 7% 3% 1% 9% 6% Personal care Zocdoc 7% 21% 4% 2% 0% 10% 4% Personal care REN Clean Skincare 7% 15% 6% 3% 2% 8% 6% Personal care LunaPads 7% 18% 5% 1% 1% 9% 5% Personal care Thinx 7% 19% 6% 0% 0% 7% 6% Personal care Walker and Company 6% 16% 6% 2% 1% 9% 4% Personal care Keeps 6% 13% 6% 3% 2% 10% 3% Personal care -
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 .................................................................................................................................... -
Blue Apron Trial Offer
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Amazon Aims to Grab Larger Share of India's $4.3Bn Food Delivery Market
10 Monday, March 29, 2021 Economy & Business Amazon aims to grab larger share of India’s $4.3bn food delivery market The sector, which is currently dominated by Zomato and Swiggy, offers great potential of growth given India’s size OMPETITION in India’s online food delivery sector is heating up, with market leader Zomato planning a public listing this year, while CAmazon makes a push to grow its fledgling restaurant delivery service in the country to grab a larger slice of the pie. The sector is currently dominat- ed by Zomato, Jack Ma’s Ant Group- backed venture, which was launched in Delhi in 2008. Bangalore-based Swiggy, which counts Prosus Ven- tures among its investors, is another major player. “Amazon’s entry can have a mas- sive effect on this industry,” says Ni- tin Shahi, the executive director of Findoc Financial Services. At stake is greater share of a fast- growing food market, driven by ris- ing smartphone ownership, internet use and an expanding middle class. The size of India’s online food delivery market reached $4.35 bil- lion last year. It is projected to wit- ness a compound annual growth rate of 30.11 per cent over the next five years, according to market re- search company Imarc Group. “It’s becoming extremely con- venient for people to order food on- line,” says Siddhant Bhargava, co- founder of Food Darzee, a healthy meal delivery service in India. “It’s a great time to be in this market. India’s extremely large. I think for the next three to four years there’s space for everybody to grow in this industry.” The food delivery sector re- ceived a further boost following the pandemic, which saw India enter- ing into one of the world’s strictest lockdowns. -
Technology Report
2021 TECHNOLOGY REPORT ISBANK Subs�d�ary 1 ©Copyright 2021, all rights reserved by Softtech Inc. No part or paragraph may be reproduced, published, represented, rented, copied, reproduced, be transmitted through signal, sound, and/or image transmission including wired/wireless broadcast or digital transmission, be stored for later use, be used, allowed to be used and distributed for commercial purposes, be used and distributed, in whole or in part or summary in any form. Quotations that exceed the normal size cannot be made. If it is desired to do so, Softtech A.Ş.’s written approval is required. In normal and legal quotations, citation in the form of “© Copyright 2021, all rights reserved by Softtech A.Ş.” is mandatory. The information and opinions of each author included in the report do not represent any institution and organization, especially Softtech and the institution they work with, they contain the opinions of the authors themselves. 2021 TECHNOLOGY REPORT ISBANK Subs�d�ary Colophon Preamble Jale İpekoğlu Umut Yalçın M. Murat Ertem Leyla Veliev Azimli Ussal Şahbaz Lucas Calleja Volkan Sözmen Mehmet Güneş Prof. Dr. Vasıf Hasırcı Authors Mehtap Özdemir Att. Yaşar K. Canpolat Ahmet Usta Mert Bağcılar Ali Can Işıtman Muhammet Özmen Editors Bahar Tekin Shirali Mustafa Dalcı Aylin Öztürk Berna Gedik Mustafa İçer Fatih Günaydın Burak Arık Mükremin Seçkin Yeniel Selçuk Sevindik Burak İnce Onur Koç Umut Esen Burcu Yapar Onur Yavuz Demet Zübeyiroğlu Ömer Erkmen Design Didem Altınbilek Assoc. Prof. Dr. Özge Can Emrah Yayıcı Qi Yin & Jlian Sun 12 Yapım Eren Hükümdar Rüken Aksakallı Temel Selçuk Sevindik Fatih Günaydın Salih Cemil Çetin GPT-3 Sara Holyavkin Contact Görkem Keskin Selçuk Sevindik Gül Çömez Prof.