KSP Trooper eats 21 hotdogs in 10 minutes to lift cash to feed youngsters

CAVE CITY, Kentucky (WBKO) – Bartley Weaver and the SOKY Patriots teamed up at The Dog Pound in Cave City on Saturday to feed children for the “Backpack Program”.

Trooper Weaver tried to eat as many hot dogs as possible in 10 minutes.

The donations go to the backpack program, which provides children with food during the school year.

KSP Trooper Bartley Weaver spoke to WBKO News after the challenge.

“Well, God gave me a strange talent, which is to eat a lot. So I always say, you know, we have to use your talents as best we can. So instead of doing a food challenge somewhere and making money for myself, I figured it would be cool if I could make money for kids who need it, ”says Weaver.

Tim Allen from SOKY Patriots explained what the “Backpack Program” does.

“The backpack program serves the children in such a way that they provide a bag with groceries with about 12 items, which is put into the child’s backpack once a week on Fridays to go home with the child, to help this child through the weekend to help, ”says Allen.

Weaver destroyed 21 hot dogs and raised a total of US $ 1,552 to benefit the schools in Caverna.

The hot dogs were donated by The Dog Pound Restaurant.

Copyright 2021 WBKO. All rights reserved.

DoorDash and Uber Eats Are Scorching. They’re Nonetheless Not Making Cash.

Food-delivery companies did record-breaking business during the pandemic, as millions of homebound Americans embraced the idea of ordering dinner via smartphone apps. Their valuations skyrocketed. They acquired reams of data that helped increase their efficiency. There was just one problem: Even at the height of their success, they weren’t making any money.

“You really need to optimize things to the cent,” said Pierre-Dimitri Gore-Coty, the global chief of Uber’s delivery business, which includes Uber Eats.

At the height of the pandemic, DoorDash delivery workers made more deliveries in an hour, on average, than in previous years.


Alexi Rosenfeld/Getty Images

Delivering food is an expensive logistical undertaking. Apps earn money by charging restaurants a percentage of the order, as well as by charging consumers a service fee. They then dip into those earnings to pay drivers, their biggest expense.

After accounting for advertising costs and refunds to customers, among other operational expenses, DoorDash on average is left with 2.5% of a customer’s overall bill, according to a

Deutsche Bank

analysis. That means DoorDash ended up with 90 cents on the average order during the height of the pandemic, worth around $36.

The math isn’t pretty, but it’s the best in the industry. While DoorDash hasn’t posted an annual profit in its eight years of operation, it slipped out of the red for one quarter last year, becoming the only food-delivery company in the U.S. to do so during the health crisis.

Feast or Famine

An average DoorDash order during the pandemic* cost the customer almost $36, out of which the delivery company made less than $1 in profit.

Food: $24.04

Tax: $1.82

Tip: $3.54

Fees: $6.15

Total: $35.55

The delivery person takes:

Delivery fee: $5.37

Tip: $3.54

Total: $8.91

After paying the restaurant and delivery person, DoorDash is left with:

Remaining: $4.85

Refunds: –$0.49

Promotions: –$0.55

Advertising: –$1.01

Other costs: –$1.90

Profit: $0.90

Food: $24.04

Tax: $1.82

Tip: $3.54

Fees: $6.15

Total: $35.55

The delivery person takes:

Delivery fee: $5.37

Tip: $3.54

Total: $8.91

After paying the restaurant and delivery person, DoorDash is left with:

Remaining: $4.85

Refunds: –$0.49

Promotions: –$0.55

Advertising: –$1.01

Other costs: –$1.90

Profit: $0.90

Analysts don’t expect the companies to turn profitable for at least a few more years. For now, they say, they’re looking for the industry to prove that it can continue to grow and improve profit margins, even as diners return to restaurants.

“This is a cost-intensive business that is low-margin and scale driven—that is absolutely correct,” said DoorDash Chief Operating Officer Christopher Payne.

Executives at DoorDash and Uber have spent the past year testing what they hope will be the secret sauce. They want to raise customers’ average order size by expanding into more lucrative offerings like groceries and alcohol; bundle nonperishable goods with food to drive down delivery costs; and use technology to reduce errors by restaurants and drivers, translating into fewer refunds.

Some rivals doubt that diversifying into new categories and slashing operating costs is the key to profits. Grubhub, which pioneered online ordering for restaurants for pickup or delivery by the food business’s employees and reluctantly embraced delivery to ward off competition from DoorDash and others, is set to be acquired by European giant

Just Eat Takeaway.com

NV next month. It says it intends to go back to its roots as an online marketing service for restaurants.

Food delivery “is and always will be a crummy business,” Grubhub Chief Executive

Matt Maloney

said. As restaurants recover, Mr. Maloney believes more orders will shift away from app delivery, but online ordering will remain popular, whether for pickup or for transportation by the restaurants’ own personnel. Grubhub’s advertising service, he said, will hold the key to its future profitability.

Grubhub is skeptical about its competitors’ varying bets. “Everyone else in the industry is doubling down on their logistics plays and talking about how smart they are and what a great technology company they are,” Mr. Maloney, the CEO, said. “I think the right choice is to be a better restaurant company.”

A game of seconds and cents

Shaving seconds off a transaction can mean the difference between an order that adds to or subtracts from the bottom line. The companies have used lessons learned over the past year to improve efficiency and reduce some operational costs.

DoorDash driver Mark Ferguson says the app now makes more efficient use of his time—something he noticed when he started delivering food again in March after a yearlong hiatus. The app matches him with restaurants closer to the time orders are ready, cutting his waiting time.

The 47-year-old, who has logged more than 6,000 DoorDash deliveries since 2015, also saves time en route to deliveries because the company has integrated Google Maps into its app interface for drivers. Previously, if he wanted to use Google Maps he had to toggle between the two. Deliveries have become smoother, too: So-called Dashers are asked to upload photos, which customers can see, showing where they leave the food, reducing reports of missed orders.

Online orders accounted for nearly half of Chipotle’s sales last year, up from 11% in 2019.


David Paul Morris/Bloomberg News

“The way that I spend my time as a Dasher changed,” said Mr. Ferguson.

Deutsche Bank says that DoorDash drivers made 44% more deliveries in an hour at the height of last year’s pandemic lockdowns compared with three years earlier.

There are still plenty of roadblocks along the apps’ route to profitability.

While early data show that consumers who embraced the apps during the pandemic may stick around as the health crisis fades, growth is expected to slow from the breakneck pace of 2020.

More than 70 U.S. municipalities or states, seeking to help local businesses, temporarily capped what apps could charge restaurants last year during the pandemic, according to the Protect Our Restaurants advocacy group. Major cities are considering making those changes permanent, a move that would squeeze apps’ already slim margins.

As road traffic increases and restaurant kitchens run at capacity again, operational efficiency may decline despite the measures app companies have taken. Some big chains are reducing their reliance on delivery already, raising menu prices on apps and investing in high-tech pickup services to drive more direct orders.


Chipotle Mexican Grill Inc.,

online orders accounted for nearly half of the chain’s $6 billion in sales last year, up from 11% in 2019. Delivery accounted for about half of those online sales, but emerged as the least profitable category.

Chief Technology Officer

Curt Garner

said Chipotle’s prices on delivery apps now average 17% higher than those in stores after company data scientists did market research on how much they could raise costs.

The company also found that more customers opted for online-order drive-throughs when they were available, Mr. Garner said. Chipotle is now building dozens of “Chipotlanes” across the country.

Food-delivery apps, mindful of restaurants’ pullback, have started altering their terms. Late last month, DoorDash said it would allow restaurants to choose from three commission rates, offering varying degrees of marketing and product support based on the selection. Uber is experimenting with something similar. Previously, restaurants didn’t have a choice. Some bigger chains used their scale to negotiate commissions as low as 15%. Many small restaurants paid apps as much as 30% of every order. Grubhub this month joined its rivals in saying it would build individual websites for independent restaurants for a monthly fixed fee, instead of extracting commissions on each order. The move is designed to give restaurants more access to consumer data, the company said.

Apps are also appealing to regulators. Uber and DoorDash representatives met in April with members of the New York City Council who were considering making 20% commission caps permanent. Uber argued that it is a smaller and better actor in the city compared with its competitors, according to a person briefed on the discussions. DoorDash told the lawmakers that it had discontinued certain practices, such as listing restaurants on its app without their permission, this person said. The Council is still considering extending the cap or making it permanent.

Bigger orders, fewer errors

DoorDash and Uber have spent the past few months positioning themselves to offer more than just food. Executives say the move gives customers reasons to keep coming back—and they believe the habit will stick. Together, the companies control over 85% of food-delivery sales in the U.S., according to market-research firm Edison Trends.

In the middle of last year, the two companies expanded to delivering groceries, alcohol and household supplies like toilet paper. Part of the pitch: the ease of ordering everything on one app.

DoorDash and Uber Eats have been looking for ways to encourage users to place grocery orders.


Michael Loccisano/Getty Images

Uber says that starting next month it will allow consumers to combine their food order with a convenience run from a nearby store. DoorDash is testing a similar feature.

A grocery or alcohol order is typically more lucrative than food, so apps can drive up people’s basket sizes and, in turn, their revenue. They can also get “better and better about upselling,” said Mr. Payne, the DoorDash COO. Now, he said, apps can ask: “Do you want fries with that? Do you want a Cabernet Sauvignon with that?”

Non-restaurant orders accounted for 7% of DoorDash’s orders in the first quarter of 2021, and grew at a blistering pace of 40% compared with the fourth quarter of 2020. Earlier this month, the company raised its full-year outlook on the total value of orders placed on its platform.

The strategy is also helping apps drive down their biggest expense: the cost of the delivery itself. Food-delivery apps couldn’t always wait to combine a tiny order with a more lucrative one because hot meals needed to be delivered quickly. Executives say expanding into nonperishable items is letting them bundle deliveries in a way they couldn’t with food alone.

Analysts say food-delivery penetration is still low despite last year’s rapid adoption—only 6% of the U.S. population uses DoorDash, the nation’s biggest food-delivery service by market share—so “outside of a city like New York, it’s still very early days,” Deutsche Bank analyst

Lloyd Walmsley


DoorDash leapfrogged its rivals to command more than half of the U.S. food-delivery market in January, up from one-third a year ago, thanks to a strong footprint in the suburbs that drove large, family-style orders, a wider selection of restaurants and better operational efficiency that helped it win business from consumers.

Delivery-app companies are seeking profits in part by expanding into alcohol sales, which tend to be more profitable than restaurant food orders.


Allison Dinner/REUTERS

An open question is whether its suburban footprint will continue to serve as an advantage. Drivers have more ground to cover, but deliveries can be faster because of less traffic and shorter wait times, such as less time spent trying to find parking or taking elevators to restaurants or customers’ apartments. Labor is cheaper too.

Another way the companies burn money is by refunding consumers. Sometimes, small product changes can make a big difference.

Uber’s Mr. Gore-Coty was struck at how many consumers complained about missing combo meals during the early months of the pandemic. When he dug into the problem, he found that in fact, major parts of the combos generally arrived, but often missed items like a side salad or dessert.

The app didn’t allow consumers to say that one of the items within the combo was missing, leaving Uber to refund the cost of the entire meal. Last summer the company began allowing consumers to break down items missing from a combo.

To minimize errors, apps are tweaking the technology they provide restaurants, too. Before the pandemic, the item most commonly missing from

Cheesecake Factory Inc.

delivery orders was cheesecake itself. Restaurant staff would pack hot food but leave cold cheesecakes to be packed later. That increased the likelihood that staffers would forget about the cheesecake.

DoorDash’s solution was to integrate reminders into the restaurant’s delivery tablets so orders with cheesecakes displayed notes in big, bold letters. The change reduced missing desserts as staffers were less likely to overlook them when they handed orders to Dashers. DoorDash says cheesecake is no longer its most-forgotten item.

GrubHub will start giving independent restaurants the option of paying a flat monthly fee for online-ordering websites, instead of commissions on orders.


Mariah Tauger/Los Angeles Times/Getty Images

DoorDash used what it learned from the Cheesecake Factory to minimize errors at other restaurants as orders surged. It began placing instructions from customers, such as no cucumbers on a salad, in a larger font above the order so kitchens saw it before preparing meals.

“A lot of it has to do with tech placement—bold versus red versus other things,” said Toby Espinosa, a DoorDash vice president who previously worked with restaurants on the technology. “A small little thing like this can drive a crazy amount of operational output.”

Grubhub is developing a customer guarantee for its orders. If a delivery is late, for example, Grubhub will cover the cost and offer customer credits, even if it’s the restaurant’s fault, Mr. Maloney said. Mr. Maloney said he expects his business to make money once restaurants are operating at full capacity and profitable again, allowing them to spend more on advertising services such as Grubhub.

Seeking new customers and clients

Apps are seeking ways to attract new users without overspending on advertising dollars—another drag on their bottom lines.

Uber’s Mr. Gore-Coty is relying on its ride-sharing app to attract new Eats users. Last month, Uber introduced new features that further entwined its ride app with its delivery business so it could drive up Eats orders as people begin moving around again.

One feature enables passengers to book and pick up meals while en route somewhere in an Uber. The company began pinging passengers requesting trips from airports, asking whether they would like food delivered to their destination through the Eats app.

Some 13% of Uber Eats’ new users in the fourth quarter navigated to it from the rides app, making executives confident that the number would accelerate after the latest changes.

Apps are also trying to find ways to convert more users into monthly subscribers. Subscribers pay the apps a fixed monthly fee in exchange for reduced fees on orders. They tend to order more frequently and have bigger basket sizes compared with nonsubscribers.

Demand for food delivery has soared amid the pandemic, but restaurants are struggling to survive. In a fiercely competitive industry, delivery services are fighting to gain market share while facing increased pressure to lower commission fees and provide more protection to their workers. Video/Photo: Jaden Urbi/WSJ

Both Uber and DoorDash are offering free trial subscriptions, hoping consumers stick around once they buy into the convenience. Deutsche Bank estimated in January that if DoorDash doubled its monthly subscribers this year, it would post yearly growth, even if order sizes and frequency fell to pre-Covid levels.

DoorDash’s shares are up nearly 50% from its IPO listing price in December. Uber’s shares crashed in mid-March of last year, when widespread lockdowns crushed its core ride-sharing business, but have more than doubled since then. Grubhub’s stock lept after the Just Eat acquisition announcement last year and continued to grow last year, but has cooled since.


How has the pandemic changed the way you use delivery apps? Join the conversation below.

One strategy that is helping Uber and DoorDash drive more profitable deliveries is handling the logistics for businesses beyond restaurants. While the companies struck some partnerships before the pandemic, they doubled down on the offering as many kinds of businesses grew more reliant on delivery during the pandemic. Customers order directly on those businesses’ websites, which then turn to apps like Uber and DoorDash to fulfill them. DoorDash now provides delivery services for

Walmart Inc.,

Macy’s Inc.


Petco Health and Wellness Co.

, among others.

These orders are more profitable because apps don’t need to refund consumers for errors, nor do they need to spend money on marketing. Clients like Walmart bring big business, meaning drivers typically carry more than one order at the same time, lowering apps’ delivery cost.

Deutsche Bank’s Mr. Walmsley estimates that DoorDash makes a profit of $2 on such a delivery, as opposed to the 90 cents it made on the average food order in the middle of last year.

In such setting, even minor gains in efficiency can mean the difference between losing and making money: “It’s a game of seconds and inches,” Mr. Walmsley said.

Write to Preetika Rana at preetika.rana@wsj.com and Heather Haddon at heather.haddon@wsj.com

The Next Act for Delivery Apps

Copyright ©2020 Dow Jones & Company, Inc. All Rights Reserved. 87990cbe856818d5eddac44c7b1cdeb8

Gionino’s Pizzeria Westerville increasing northeast Ohio-style eats in Columbus

Pizza, fried chicken “Italiano” and yoyos – a kind of holy trinity of dishes – have a place at the table and often all at the same time in northeast Ohio.

It is less common in Columbus.

Lifelong friends Daniel Shackelford and Larry Halpin are trying to raise the profile of the trio with the opening of their second Gionino’s Pizzeria, slated for early July at 103 Westerville Plaza just off I-270.

The local franchisees who opened their first central Ohio pizza place at 12983 Stonecreek Drive in Pickerington two and a half years ago are optimistic about their offerings.

“It’s a little unique down here,” said Shackelford, “but there are a lot of places up north that sell fried chicken and pizza.”

“I don’t think I’ve ever met anyone who doesn’t like yo-yos,” added Halpin.

The chicken in particular is fresh, never frozen, and marinated in an ancient marinade of herbs and spices for at least 24 hours. The pieces are dredged in a light, flavored batter and fried under pressure in peanut oil to order.

Orders take around 20 minutes each, so customers are urged to call beforehand.

“Good things take time,” said Shackelford.

Jojos are potatoes that are cut into eight wedges per spud and soaked in cold water overnight. They are also beaten and fried by hand to order.

Shackelford said he has started giving them away to interested but concerned customers for free.

“It was a lot of explaining what they are,” he said.

Last but not least, pizza is one of the most competitive dishes in central Ohio and beyond.

At Gionino, it’s more of a medium-sized pan crust made of hand-thrown batter that takes a full day to rest. The sauce is sweeter and the cheese is 100% provolone. Signature styles are available, as are your own options.

Thin dough and square cut cakes are available upon request.

The menu is rounded off with wings, salads and subs.

The local shops offer delivery and delivery only, with no seating inside. The Pickerington location is a bit unusual in that it’s connected to the Classics Sports Bar, which uses Gionino’s food, Shackleford said.

Shackelford and Halpin, both 30, grew up together at Gionino in Akron, where the chain is based.

You have not defined any expansion plans for the local market. Gionino’s now has more than 50 locations, mainly in the Akron and Cleveland areas.

“We are very excited about the Columbus market,” said Halpin. “It is a young and emerging market. People need this pizza. “

The opening times are Monday to Thursday from 10:30 a.m. to 10:00 p.m., Fridays and Saturdays from 10:30 a.m. to 10:30 p.m. and Sundays from 1:30 a.m. to 10:00 p.m. For more information, call 614-868-8000.

Gioninos Pizzeria is a staple in the Akron area with 50 franchises across Ohio.  Two franchisees, Dan Shackelford and Larry Halpin, have opened a franchise in Pickerington (pictured here) and are expanding to Westerville.

Rockin ‘ramen

Speaking of Pickerington: while ramen is not uncommon, the location of hana ramen is certainly unusual.

The restaurant quietly opened more than a month ago in an old Jiffy Lube location at 1850 Winderly Lane.

Few would question the visibility advantage on the southwest corner of I-70 and Route 256. Another plus: the garage doors are opened in warmer weather.

The menu offers a typical selection of ramen noodle soups made from pork, chicken or vegetable broth, as well as steamed rolls and a small selection of starters.

Piada creates lonely new model

Piada Italian Street Food’s continued march into the land of steel created a once-in-a-lifetime event for the locally based restaurant chain.

For the first time in the company’s history, Piada will use its smallest footprint – 1,500 square feet – and an assembly station capable of both online and pay-first orders for its newest store in Pittsburgh, said Matt Harding, senior vice president President of Culinary Innovation for Piada.

Piada’s third, fourth and fifth stores in Steel City are slated to open this year. Company officials wanted to be in East Liberty but had to trade the size for a new meal-composition program, Harding said.

Currently, Piada’s 38 branches, all of which are owned by the company, have two separate serving stations to accommodate both types of orders, Harding said.

In short, Piada wasn’t completely crazy with a whole online ordering system. Said Harding.

Instead, the chain was content with six to eight seats for customers, a restaurant that is 500 to 1,000 square feet smaller, and a kitchen that prepares meals in the order they arrive and doesn’t prioritize anyone, he said.

The idea came when Piada was seeing an increase in sales at its Rocky River store in suburban Cleveland that has a drive-through window.

“The most important thing for us is that we have more accurate, faster (orders) and happier guests,” he said.


East Idaho Eats: Lucy’s serves up contemporary, hand-tossed, New York-style pizza day by day

Lucy’s pizza clerk tosses crust into the kitchen by hand. See how we try some of the menu items in the video player above. | Rett Nelson, EastIdahoNews.com

IDAHO FALLS – For more than a decade, Lucy’s Pizza has served customers with hot, hand-thrown New York-style pizza.

With three locations in eastern Idaho, one in Twin Falls and one in Orem, Utah, the menu offers nine pizza specialties and calzones, as well as a variety of salads, subs, wings and starters.

We stopped in downtown Idaho Falls to try four of the restaurant’s most popular products. Check it out in the video player above.

CONNECTION | Popular pizza restaurant will soon move to the city center

Geoff Padigimus and his partners Brian Padigimus and Tim Wright have owned the company since it opened in 2009. Geoff explains that getting involved in opening the restaurant was a breeze for him.

“I’ve done a lot of different deals with the other two,” he says. “The three of us together are more doers than speakers, and it makes sense to stay on the same train with like-minded people.”

The inspiration for opening a pizzeria came from the trio’s experience of eating hot stuff pizza while they were working on construction. They planned to open their own location until a Connecticut acquaintance introduced them to New York-style pizza.

“He hooked us up with his brother Frank Franco, who had Franco’s pizza on 1st Street for six to nine months. We ended up buying this kitchen and all of the equipment there (which is still in use at the Roberts site), ”says Geoff.

Each pizza is hand tossed and cooked exactly the way pizzas are made in New York.

“We went to (New York) a few times for research and development,” says Geoff. “You throw it by hand. It looks very similar. Our ovens are actually a lot of the same ovens used in New York. “

Supreme pizza at Lucy’s Pizza. | Rett Nelson, EastIdahoNews.com

In addition to the typical style, according to Geoff, the time and effort that employees spend preparing food on a daily basis is another special feature that sets them apart from other companies. All the meat and batter are made fresh every day and they chop up the cheese and make the sauce themselves.

All the vegetables are cut in-house and nothing on the menu is frozen, he says.

“It’s rightly homemade in our kitchen,” says Geoff.

Geoff and his team added a new menu item in January. It’s a pizza flavor called The Blaise and features bacon, chicken, mushrooms, and cheese, plus a pungent honey and garlic sauce mixed with ranch. Geoff says it’s very popular at the Twin Falls location.

He plans to open another store in Utah and Boise in the near future. If you’re looking for a job, Geoff says they’re currently hiring. Interested parties can apply in person or in person through the website.

The Idaho Falls locations are open Monday through Friday from 11 a.m. to 9 p.m. and closed at 10 p.m. on weekends. The Roberts site has its own schedule.

Native Eats: ‘We have now our personal type,’ Pryor’s BBQ Home proprietor says

JACKSON, MI – You can get a bit of everything at Pryor’s BBQ House.

Lawrence Pryor owns the restaurant with his wife, Stephanie, and has been on Prospect Street for nine years. The passage was opened about two years ago.

“We sell a lot of catfish,” said Pryor. Other popular products are the Cheesesteak Hoagie and of course the grill. Pryor plans to add ice cream to the menu in the future.

The menu is varied and includes cones, corn dogs, burgers, homemade desserts and many starters and side dishes.

“My wife just wanted it to be good food,” said Pryor. “We have our own style of preparing everything.”

Pryor plans to only drive through the restaurant even after the coronavirus pandemic.

“I think we got through better than most of the others because we never had to switch off,” said Pryor. “We have been blessed.”

Pryor is proud to support the community and loves that the community supports the restaurant, he said.

Pryor’s BBQ House at 221 W. Prospect St. in Jackson is open Tuesday through Saturday from 11am to 9pm and on Sundays from 11am to 8pm. Call 517-960-7054. For more information, visit https://www.facebook.com/Pryors-BBQ-House-102670767826592


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