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.
Without trying hard (ie: just burying some buds/ears in soil, no hilling or anything), I got 3lb out of a 5 gallon construction bucket of enriched soil (ie: thirds of dirt, peat moss and compost)
I’ll probably do a few more buckets, but kale, tomatoes and peppers get me more value than potatoes.
Composting guides tell you not to compost raw potato peels because instead of a nutrient-rich compost pile you'll grow a bunch of potatoes and they'll get much of the good stuff from the pile.
That said, I suppose it would be an easy way to grow potatoes.
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.
I had a relative involved with a study on pesticide removal. Unfortunately, unless you're using a wire brush, the pesticide isn't coming off your fruit.
This is what modern, efficient, large-scale farming is all about. We use fungicides, pesticides, herbicides, to exterminate almost every living organism from the vicinity except for the crop itself.
You would almost certainly starve if you tried to eat only things that have been grown without any such chemicals. Most "organic" type of certifications do not blanket prohibit them.
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.
It's notable that the controller and memory card slot are on the same bus-- in fact, the system isn't talking to the memory card directly! It has to send requests and data through the controller, back to the system, and then to the card port.
This is because the original specification would have had a memory card slot in the controller but it was too expensive. They also had considered using floppies for storage, but they were too unreliable (and my experiences with 1.44MB 3.5s definitely agrees that consumer-grade cheap disks sucked hard)
Bumping the timer spreed is not the creative part, creative part was zeroing on the issue. For software guys used to reliable hardware and no prior knowledge how to debug hardware bugs this is hell.
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).
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.
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.
Well yeah but that's because of how massive they have become (thanks to being profitable and internal compounding). Their marketing spend in terms of % of revenue is not comparable to the late IPO up-starts, they make very very very healthy margins.
I am not saying advertising is bad, or that it doesn't work, or that you shouldn't do it. Nothing of this sort. It's just unclear to me what's the plan for eventually returning anything to the shareholder. All of the eventual value depends on this.
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...