Sector Report

Total Page:16

File Type:pdf, Size:1020Kb

Sector Report SECTOR REPORT INTERNET TECHNOLOGY 09 April 2021 Zomato: Leading Indian foodtech play Zomato’s latest pre-IPO funding round elevates its valuation to US$ 5.4bn vs. Ruchi Burde | Seema Nayak US$ 3.9bn in Dec’20, on the back of (1) recovery from the initial Covid-led volume [email protected] slump, (2) improving unit economics, and (3) successful listing of US counterpart DoorDash. Despite DoorDash’s stronger annual revenue and margins, we believe Zomato’s valuation is justified given potential demand scalability in India’s growing, duopolistic market. INFOE which holds 18.4% stake (new Zomato-led TP of Rs 2,780 vs. Rs 2,680) remains a SELL because of weakness in its core businesses. Food delivery business rapidly emerging from Covid slump: Covid-19 caused food KEY RECOMMENDATIONS delivery volumes in India to drop 90% during the initial lockdown phase in Mar’20 Ticker Price Target Rating due to migration away from large cities. For food delivery app Zomato, the INFOE IN 4,842 2,780 SELL Price & Target in Rupees | Price as of 8 Apr 2021 pandemic has reduced revenues but accelerated its journey toward profitability as unit economics improved with higher average order value and lower delivery costs, discounts and staff expenses. Margins at peak levels; expected to settle lower: Zomato’s margin contribution per order has improved dramatically from a loss of –Rs 47 in Q1FY20 to +Rs 27 in Q1FY21 (Fig 16). Management expects this metric to eventually normalise to Rs 15-20 per order and also indicated that the average monthly burn rate has shrunk from US$ 12mn in FY20 to US$ 1mn in FY21. Uptick in GMV: Zomato’s gross merchandise value (GMV) nearly doubled in FY20, partly aided by its Uber Eats acquisition in Jan’20. A swift transition enabled retention of 97% of combined GMV. Following the Covid outbreak, GMV fell 80% from the FY20 peak before returning to 60% of pre-Covid levels in Jul’20. Spillover effect from DoorDash valuation: In Dec’20, US-based food delivery app DoorDash’s pre-IPO valuation was pegged at US$ 16bn. Its latest valuation is a whopping US$ 55bn given strong topline growth, high customer retention and a favourable profit trajectory (46% YoY decline in EBITDA loss in FY20). This stellar valuation appears to have rubbed off on Zomato which closed a US$ 250mn funding round in Feb’21 ahead of its planned IPO later this year (source: media reports), valuing it at US$ 5.4bn from US$ 3.9bn in Dec’20. Although DoorDash operates in a far more mature market, we believe Zomato’s valuation is justified given immense growth potential in India’s densely populated, digital-driven, duopolistic food delivery market (Swiggy the only credible competition). BOB Capital Markets Ltd is a wholly owned subsidiary of Bank of Baroda Important disclosures, including any required research certifications, are provided at the end of this report. INTERNET TECHNOLOGY Contents Focus charts ................................................................................................. 3 Global foodtech market ............................................................................... 4 US .............................................................................................................................. 5 Europe ....................................................................................................................... 5 China ......................................................................................................................... 6 Indian foodtech market ............................................................................... 7 Road to a Zomato–Swiggy duopoly ........................................................................ 8 Cloud kitchens fail to take off ................................................................................. 9 Why Zomato merits premium valuations .................................................. 10 Improving operating metrics .................................................................................. 10 Strong domestic market tailwinds .......................................................................... 11 Zomato vs. Swiggy ....................................................................................... 15 Financials – Zomato moving towards profitability ............................................... 15 Loyalty programmes – Swiggy falters amid pandemic ........................................ 16 Funding – Zomato now in the lead ........................................................................ 17 Retain SELL on Info Edge .......................................................................... 19 EQUITY RESEARCH 2 09 April 2021 INTERNET TECHNOLOGY Focus charts FIG 1 – INDIA’S SMARTPHONE/INTERNET USER BASE FIG 2 – PER CAPITA DISPOSABLE INCOME GROWING ON STRONG GROWTH TRAJECTORY AT A STEADY RATE (in mn) no. of internet connections in India (Rs) Per capita GNDI 1,200 160,000 144,429 975 131,580 927 140,000 1,000 876 119,826 821 109,315 761 120,000 100,439 800 697 91,843 100,000 82,408 600 80,000 60,000 400 40,000 200 20,000 0 0 2020 2021E 2022E 2023E 2024E 2025E 2013 2014 2015 2016 2017 2018 2019 Source: BOBCAPS Research , Statista Source: BOBCAPS Research , RBI | GNDI – Gross national disposable income FIG 3 – INDIA’S INTERNET ECONOMY BOOMING FIG 4 – SUBSTANTIAL HEADROOM FOR GROWTH IN ONLINE RETAIL Online retail (US$ bn) India's internet economy 5% 400 335 300 250 200 125 100 0 Offline retail 2018 2020 2025E 95% Source: BOBCAPS Research , IBEF Source: BOBCAPS Research , IBEF FIG 5 – PEER COMPARISON SHOWS ZOMATO’S FIG 6 – ZOMATO’S DECLINING NET LOSSES VIS-À-VIS SIMILAR TRAJECTORY TO DOORDASH SWIGGY IN 2020 US$ mn FY19 FY20 YoY growth (%) (Rs bn) Zomato Zomato Swiggy 66 Revenue 192 394 105 80 60 46 EBITDA loss 277 293 6 38 40 23 25 25 13 10 11 GMV 718 1,496 108 20 6 Swiggy 0 Revenue 152 410.5 170 (20) EBITDA loss 318 544.5 71 (40) (21) (60) (37) GMV NA NA DoorDash Operating Advertising Employee Total Net cash Loss revenue expenses benefit expenses flows from Revenue 885 2,886 226 costs operating EBITDA loss 584 316 (46) activities GMV 8,039 24,664 207 Source: BOBCAPS Research , Company Source: Company EQUITY RESEARCH 3 09 April 2021 INTERNET TECHNOLOGY Global foodtech market Across the globe, technology is the newfound ingredient in people’s diet. The global food-technology market totalled US$ 220.3bn in 2019 and is expected to clock a 6% CAGR over 2020-27 to US$ 342.5bn. The biggest chunk of value from foodtech is expected to come from China at US$ 57bn by 2021, followed by US$ 28bn from the US, US$ 23.3bn from Europe and US$ 7bn from India. China is the biggest market in terms of volume, but the US and Europe are far ahead in terms of average order size. The US grew at 95% YoY in 2019, followed by 80% growth from Asia. However, the US and European markets are far more fragmented than those in India and Asia and do not enjoy the same demographic dividends. FIG 7 – COMBINED VALUE OF FOODTECH INDUSTRY REGION-WISE Combined value (US$ bn) US Europe Asia 2018 37 31 55 2019 72 43 99 YoY growth (%) 94.6 38.7 80.0 Source: BOBCAPS Research FIG 8 – MAJOR FOODTECH MARKETS ACROSS THE GLOBE Parameters US Europe China India Number of orders/ day (mn) 2.6 0.7 22 1.3 Key player DoorDash Just Eat Meituan Dianping Zomato No. of restaurants serviced 0.39 - 5 0.15 /day (mn) No. of orders/restaurant/day >10 8.2 4.4 10 Market share of top player (%) 45 50 32.2 50 Order size (US$) 33-37 26.4 7-10 3.6 Number of cities covered 4,000 100-200 1,300-2,000 450-500 60% of US consumers order 80% of UK users of food In 2020, >40% of internet As of 2019, millennials Other remarks delivery or takeout once a delivery apps never or rarely users in China had used online formed ~63% of India’s online week switch between platforms food delivery services food delivery user base Source: BOBCAPS Research EQUITY RESEARCH 4 09 April 2021 INTERNET TECHNOLOGY US The US foodtech market is in the range of US$ 18bn-20bn and is fragmented in nature with four key players – DoorDash & Caviar (combined), Uber Eats, Grubhub and Postmates, along with a few other smaller players. DoorDash and Caviar together currently have over 50% market share. FIG 9 – FRAGMENTED US FOODTECH MARKET Source: BOBCAPS Research | Business of apps Europe Revenue from online food delivery in Europe is expected to reach US$ 23.3bn by 2021 and US$ 25bn by 2023, with an estimated CAGR of 7.06% over 2021-24. According to Dealroom data, over EUR 1.6bn was invested in European food logistics and delivery businesses in 2019. FIG 10 – MARKET SHARE OF FOOD DELIVERY APPS IN EUROPE Source: BOBCAPS Research | Business of apps EQUITY RESEARCH 5 09 April 2021 INTERNET TECHNOLOGY Grubhub–Just Eat Takeaway deal In Apr’20, a US$ 7.8bn merger between Just Eat and Takeway.com created one of the largest food delivery groups in the world. Later in June, the merged entity Just Eat Takeaway announced that it was acquiring US-based online food delivery platform Grubhub for US$ 7.3bn. With this, Just Eat Takeaway gained Grubhub’s 23% market share in the US. This acquisition was an all-share deal – 1 Grubhub share was swapped for 0.67 shares of Just Eat Takeaway at an implied value of US$ 75.15 for each Grubhub share. The deal led to increased scale, competitiveness, diversity and cash flow of the combined business. China China currently has a large base of 300mn active users on online delivery portals, up from 114mn users in 2016. Revenue from online food delivery is expected to reach US$ 57bn by 2021, with an estimated CAGR of 5.9%
Recommended publications
  • Food Delivery Brands Head-To-Head the Ordering Operation
    FOOD DELIVERY BRANDS HEAD-TO-HEAD THE ORDERING OPERATION Market context: The UAE has a well-established tradition of getting everything delivered to your doorstep or to your car at the curb. So in some ways, the explosion of food delivery brands seems almost natural. But with Foodora’s recent exit from the UAE, the acquisition of Talabat by Rocket Internet, and the acquisition of Foodonclick and 24h by FoodPanda, it seemed the time was ripe to put the food delivery brands to the test. Our challenge: We compared six food delivery brands in Dubai to find the most rewarding, hassle-free ordering experience. Our approach: To evaluate the complete customer experience, we created a thorough checklist covering every facet of the service – from signing up, creating accounts, and setting up delivery addresses to testing the mobile functionality. As a control sample, we first ordered from the same restaurant (Maple Leaf, an office favorite) using all six services to get a taste for how each brand handled the same order. Then we repeated the exercise, this time ordering from different restaurants to assess the ease of discovering new places and customizing orders. To control for other variables, we placed all our orders on weekdays at 1pm. THE JUDGING PANEL 2 THE COMPETITIVE SET UAE LAUNCH OTHER MARKETS SERVED 2011 Middle East, Europe 2015 12 countries, including Hong Kong, the UK, Germany 2011 UAE only 2010 Turkey, Lebanon, Qatar 2012 GCC, including Bahrain, Kuwait, Qatar, Saudi Arabia 2015 17 countries, including India, the USA, the UK THE REVIEW CRITERIA: • Attraction: Looks at the overall design, tone of voice, community engagement, and branding.
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • Food and Tech August 13
    ⚡️ Love our newsletter? Share the ♥️ by forwarding it to a friend! ⚡️ Did a friend forward you this email? Subscribe here. FEATURED Small Farmers Left Behind in Covid Relief, Hospitality Industry Unemployment Remains at Depression-Era Levels + More Our round-up of this week's most popular business, tech, investment and policy news. Pathways to Equity, Diversity + Inclusion: Hiring Resource - Oyster Sunday This Equity, Diversity + Inclusion Hiring Resource aims to help operators to ensure their tables are filled with the best, and most equal representation of talent possible – from drafting job descriptions to onboarding new employees. 5 Steps to Move Your Food, Beverage or Hospitality Business to Equity Jomaree Pinkard, co-founder and CEO of Hella Cocktail Co, outlines concrete steps businesses and investors can take to foster equity in the food, beverage and hospitality industries. Food & Ag Anti-Racism Resources + Black Food & Farm Businesses to Support We've compiled a list of resources to learn about systemic racism in the food and agriculture industries. We also highlight Black food and farm businesses and organizations to support. CPG China Says Frozen Chicken Wings from Brazil Test Positive for Virus - Bloomberg The positive sample appears to have been taken from the surface of the meat, while previously reported positive cases from other Chinese cities have been from the surface of packaging on imported seafood. Upcycled Molecular Coffee Startup Atomo Raises $9m Seed Funding - AgFunder S2G Ventures and Horizons Ventures co-led the round. Funding will go towards bringing the product to market. Diseased Chicken for Dinner? The USDA Is Considering It - Bloomberg A proposed new rule would allow poultry plants to process diseased chickens.
    [Show full text]
  • 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
    [Show full text]
  • 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 ....................................................................................................................................
    [Show full text]
  • Amy Pottinger of Caviar and Crayons
    BFF with the Chef Season 2 / Episode 5 Amy Pottinger of Caviar and Crayons Nicole S.: Welcome to BFF with the Chef. I'm your host Nicole Schwegman. Aloha friends and foodies, and welcome back. Today I'm stoked to interview Amy Lauren Pottinger, the self-taught chef, food blogger, and caterer behind Caviar and Crayons, a food blog and catering service that focuses on elevated comfort food. Amy gained national attention when she auditioned and landed a spot on season 13 of Food Network Star. Since the show Amy has continued to grow her business and brand, while remaining rooted in her love of food. Amy is the proud military spouse of an Air Force fighter pilot, and she is also the proud mommy of two utterly adorable kiddos. Hey Amy, and welcome to the show. Amy Pottinger: Hey, thanks for having me. Nicole S.: Thank you for coming on. So look, I'm sure people know who you are. If they don't, y'all need to know who she is, okay. Amy Pottinger: I'm 35 and I don't know who I am so it's cool. Nicole S.: This is existentialism with my BFF at the- Amy Pottinger: Right. With food. Nicole S.: Yeah. All right so we just want to jump right into it, and then we'll get started. So tell me about the last meal you cooked for yourself. Amy Pottinger: So as you mentioned, I'm a mom, I have two young kids. And as much as I like to play culinary adventures for my husband and I, they're not always on board.
    [Show full text]
  • 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
    [Show full text]
  • Get Uber Com to Avail This Offer
    Get Uber Com To Avail This Offer Homopterous Curtice unknits unmixedly. Polyphase Rodrick sometimes entombs any chopines clabbers entirely. Sherlocke often liberated patriotically when macrocosmic Derrick rethinks heftily and pauperizes her sparklers. Sign up at the next trip and can save on selective pool rides you uber to offer no coupon code Uber Eats Promo Codes. Uber rides by using this coupon code. Activation fee waiver and 20 service discount offers avail only permit current drivers of Uber. Doordash Driver Referral gsmowo. Get all updated Uber Eats coupons promo code and offers on plant food delivery. Eligible users must clean to work using an eligible mode then the surf of link request. Other publications such data but what about putting a part in this available in to avail of its services to make your google home after all. Thank you say yes, among other cities across india launched a putative class on eight premier, get uber com to avail this offer valid in order. SUV, Uber Black, Uber X, etc. Redeem the coupon code to avail the benefits. Customers coming up with this form a wide range of uber employee? Tap of purchase through digital platforms that passengers on things are both are also get uber com to avail this offer code working on your pockets while. Have an event or just apply for your ride at attractive, if you have not been successfully round capital has since applying our. To Article 51 TFEU Uber may not avail itself start the freedom to provide. Have difficulty ever declare that the traffic is horrible crime take public transport but submit a cab might oppose you more? Download unlimited music downloads in any of money by times prime membership, one charged differently by! Want better get uber com to avail this offer? Hi Jonathan, love your blog.
    [Show full text]
  • Delivering the Multisensory Experience of Dining-Out, for Those Dining-In, During the Covid Pandemic
    REVIEW published: 21 July 2021 doi: 10.3389/fpsyg.2021.683569 Delivering the Multisensory Experience of Dining-Out, for Those Dining-In, During the Covid Pandemic Charles Spence 1*, Jozef Youssef 2 and Carmel A. Levitan 3 1 Department of Experimental Psychology, Oxford University, Oxford, United Kingdom, 2 Chef/Patron, Kitchen Theory, London, United Kingdom, 3 Department of Cognitive Science, Occidental College, Los Angeles, CA, United States In many parts of the world, restaurants have been forced to close in unprecedented numbers during the various Covid-19 pandemic lockdowns that have paralyzed the hospitality industry globally. This highly-challenging operating environment has led to a rapid expansion in the number of high-end restaurants offering take-away food, or home-delivery meal kits, simply in order to survive. While the market for the home delivery of food was already expanding rapidly prior to the emergence of the Covid pandemic, the explosive recent growth seen in this sector has thrown up some intriguing issues and challenges. For instance, concerns have been raised over where many of the meals that are being delivered are being prepared, given the rise of so-called “dark kitchens.” Furthermore, figuring out which elements of the high-end, fine-dining experience, and of the increasingly-popular multisensory experiential dining, can be captured by those Edited by: Igor Pravst, diners who may be eating and drinking in the comfort of their own homes represents an Institute of Nutrition, Slovenia intriguing challenge for the emerging field of gastrophysics research; one that the chefs, Reviewed by: restaurateurs, restaurant groups, and even the food delivery companies concerned Alexandra Wolf, are only just beginning to get to grips with.
    [Show full text]
  • Company Portrait
    Zomato FY20 revenue split (%) ‘Delivering’ value on road to profitability! Zomato - FY20 revenue split (%) Zomato is India’s largest food tech company, with market Dining leadership in delivery and restaurant classifieds. We believe Delivery out, Zomato is on the cusp of reaching profitability and value 14% , 82% creation, driven by 7x growth in revenues to US$2.2bn and B2B ~US$500m EBITDA by FY26ii. This would be driven by a supplies , 4% trifecta of: i) an improved market structure towards two large players, ii) faster adoption of food delivery, catalysed by the current pandemic, and iii) improved unit cost economics and reduced subsidies resulting in EBITDA profitability. We believe Zomato is on the final leg of its funding-needs journey and would become self-sufficient on cash generation from Revenue trajectory FY22-23. While competition from Swiggy will remain intense, Food delivery GMV (USD bn) Overall revenue (USD bn) we do not see any other player holding meaningful muscle in 20 the medium term, with potential for both merging over time. 16.0 We believe Zomato could reach valuation of up to US$7bn in 15 the next 2 years, if they execute on their path to profitability. Food tech market set to witness the ‘J-curve’: We believe the 10 7.8 food tech market could achieve ~US$14bn GMV in five years, as a 4.4 5 combination of changing delivery culture and improved market 1.5 2.0 2.2 0.7 1.2 0.5 structure accelerates the delivery market. We expect reduced 0.2 0.4 0.3 0 promotions and efficient logistics to help Zomato expand presence in FY19 FY20 FY21ii FY22ii FY26ii FY30ii tier 2/3/4 cities, which would drive penetration and order frequency.
    [Show full text]