If you look at their financials, they show gross bookings, which include both the full billed values for food and delivery, and transportation of people. Revenues only show their share of that total.
In regards to incentives, it looks like a complicated question, I found an interesting outline[2]
They're localized to the green/sprouted spots. And to a lesser extent the skin.
I'm not sure how the skin changes in the process, but I do know that the white flesh has minimal changes.
According to German Federal Institute for Risk Assessment (BfR), they provide a more in depth look at it [1]. Fresher potato's are okay with skin on. Damaged, or overly sprouted potato's are not.
Or plant it, if it's a decent size, it can yield over 1lbs of potatoes in 3 months. In my area it's low maintenance. If you have limited space, I've had 5 lbs worth in a 15 gallon bag, it has about the same footprint as an office chair.
They use sprout inhibitors on large scale potato growing, which are effective in my area (we can keep most potatoes for over a month before there are any sprouts). If you tend to buy from farmers markets, there is a greater chance of them not using inhibitors.
Depending on where you live, they can be in transit for a long period, or you may be in an area that has natural pressures for sprouting.
There are already many effective processes that have been developed, schools however don't want to implement them for varying reasons (blind marking for example).
An example from Daniel Kahneman's Noise (I'm paraphrasing) - When university faculty was told of their bias in marking from hunger/mood/normal daily human sways, why didn't the first person marking it write the grade on the back so the second couldn't see it until the end: They responded that they used to do it that way, but it caused arguments.
Small construction tools (drills, portable table saws, angle grinders) is largely done at big box stores, however smaller stores sell a fair amount, plus specialty product, but the bread and butter small tools are big box stores. Quality is the same, and prices are generally lower.
Shop equipment used to be done by trade show, not sure how it works these days.
We deal with a similar problem in construction materials, and it's not that simple.
Situation:
1)Customer picks up product, other falls on the ground and becomes damaged, product -x
Equation: a-b-x where you don't know how much product is damaged
2)Product arrives in a bad batch, x number is affected, and requires manual adjustment, this doesn't happen, or happens incorrectly
Equation: a-b-x where you don't know how much product is damaged
3)Customer picks up X amount, however x-y was registered as a sale
Equation: a-b-y where you don't know how much product is unaccounted for
4)Delivery is expected on x day, however due to traffic/sickness/equipment failure delivery is delayed
Equation: a-0, stock isn't available as it didn't arrive, however the assumption was that product arrived (trivial to fix this one, but I'm laying out scenarios).
You now have four scenarios that are guaranteed to happen around %10 of the time. Issues can be expanded to the manufacturer/border/trade agreements/ thousands of other potential scenarios that disrupt sourcing.
In terms of taking stock, it's not a trivial task to take accurate inventory on a regular basis. It's a manual problem that can only be done in a reliable fashion in most cases through estimation (therefore inaccurate).
The reason why they provide availability ratings is that it provides a clearer picture of what a customer can purchase, and in the event it has a low rating, prompt for potential replacements. It's not binary, it's a case of 'probably' or 'probably not'.
I've seen stock that should have lasted a week disappear in a day, stock mis-allocated(multiple times for the same item from multiple vendors in the same day), large volumes sold incorrectly resulting in stock adjustments, wastage from random occurrences, etc.
I hope this provides a level of insight into the complexities of
This is anecdotal, so take it with a grain: I worked for a credit card processor about a decade ago, and it was routine to have the merchant run a penny transaction on the terminal, and refund it post testing to make sure it works.
They're fairly large processing over $40b in annual transaction volumes, and there wasn't any stress about not doing it again post testing (the only stress was the customer wanting a refund for the transaction costs).
If it is a merchant bank, or network requirement, it's either explicitly for card not present transactions, or not well followed. The important factor was handling of the credit card information (PCI DSS compliance).
I understood what was meant. Companies don't just start marketing once they have multi billion dollar profitability.
If you're consumer focused, you spend on marketing, if you're business focused, you spend on sales. There are few examples to the contrary (Google, Atlassia, for example).
AirBnB early on was sniping Craigslist vacation listings[1], and now they have the resources, and scale to market directly. If AirBnB isn't doing it right, what constitutes the 'right' time to spend on marketing?
I'm curious as to how some folks would respond to this, and why.
Incidentally, half of those companies you've mentioned are in the top 50 spenders for marketing [1]. I'd hazard to say that they are all in the top 100 in global spend.
It's for public use...which was originally supposed to be paid(to help make the apartments affordable), but got turned into free parking. It was an odd turn of words, but was explained later on.
I can't speak about California specifically, but in Canada, if it can be reasonably be proven that the illness was obtained at the workplace, the employer is required to pay for the sick leave by the local health benefits service (State/Provincial/Federal level), which in this case would be two weeks.
The employer can fight the filing, but in the situation of COVID-19, it's reasonably easy to prove it was a workplace based infection (multiple people will get sick).
Side note, when you get payments from the local health benefits service, there's a %90 chance it's being paid by the employer to the health benefits service, which then transfers it to the employee
That's what I'm curious about. With that margin I'd guess CPG with a re-branded product. Most retailers are lucky to see anything north of 50% gross margin. I would have imagined a drop shipper having closer to 20%.
Which goes against what has been said here: https://youtu.be/YOKqAIMh-iA?t=1538 I'll admit both answers can be correct (retailers send the prices for instacart to baseline off of). They have historically marked up the product with their better grocers (who in turn give them a %3 discount to offset credit card processing).
From my understanding, the prices are set by the store, which can be corroborated by the DoorDash/Uber Eats models. It's impossible for Instacart to handle the prices for all these stores, so they unload that responsibility to the individual stores. The store probably forgets to drop the price, or will mark up volatile prices so they won't have to do weekly updates. I can bet you that you can also find some items that are under priced.
I'm going to try and translate the simplest concept that tempsy is saying.
The sellers were looking to sell for most of last week, however there fewer buyers as the contract approached its end, and those who were willing to buy wanted a lower price:
Volume of transactions on Friday was 344k, Thursday was 111m, Wednesday was 147m. In the past 30 days, the low was 686k (ex Friday), and the high was 459m. Traders slowed their buying so the market became one sided.
If you look at their financials, they show gross bookings, which include both the full billed values for food and delivery, and transportation of people. Revenues only show their share of that total.
In regards to incentives, it looks like a complicated question, I found an interesting outline[2]
[1] https://seekingalpha.com/article/4293755-insurance-primary-b... [2] https://news.bloombergtax.com/financial-accounting/rideshari...