What are the key sales KPIs for the Food Delivery Marketplace industry in 2027?

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Direct Answer

The nine KPIs that actually run a food delivery marketplace in 2027 are: Total Orders per Quarter (millions), Marketplace GOV ($B, Gross Order Value), Take Rate %, Advertising Revenue ($M), Contribution Profit per Order ($), Restaurant Supply Count (active merchants), Subscription Members (DashPass / Uber One, millions), Fulfillment Time (minutes door-to-door), Courier Earnings per Active Hour ($), and Average Order Value ($, AOV).

Together they answer the three questions every food delivery CFO is asked on the earnings call: are you growing volume, are you monetizing it better, and is the unit economic per order finally a real number after the courier and the restaurant get paid.

TL;DR
— Volume comes from members and supply, monetization comes from take rate and ads, profitability comes from contribution profit per order. If contribution profit per order is below $1.50 or fulfillment time is above 35 minutes in urban markets, the flywheel breaks. Track order volume, GOV, and ad attach weekly; reconcile take rate and contribution profit per order monthly; re-baseline supply density and member ARPU quarterly — that is the operating cadence DoorDash, Uber Eats, and the post-Prosus Just Eat all converged on after the 2024–2025 consolidation wave.

Why Food Delivery Marketplaces Work Differently

Food delivery is a three-sided marketplace masquerading as a consumer app. Four mechanics make it its own category.

Three-sided supply density flywheel. A food delivery marketplace is only liquid when it has dense restaurant supply, dense courier supply, and dense consumer demand in the same 2-mile radius. DoorDash crossed 750,000+ active restaurants in 2025 and Uber Eats reports 1.1M+ merchants globally; below ~500 active restaurants per metro the median fulfillment time blows past 40 minutes and the consumer churns.

Adding a courier or a restaurant in a thin market does not help — the marketplace only works when all three sides scale together.

Subscription gravity (DashPass and Uber One). DashPass and Wolt+ crossed 46M subscribers at the end of 2025, and Uber One hit 46M members in 47 countries growing +55% year-over-year. Members order roughly 2–4x more frequently than non-members and concentrate ~60% of marketplace GOV.

The subscription is now the single biggest moat — once a household locks in DashPass, the cost of switching to Uber Eats is one $9.99/month decision plus relearning the app.

Advertising as the second P&L. What used to be a marketing line for restaurants became a real ad business after 2023. Uber's advertising line crossed $2B+ in annualized revenue in Q1 2026 growing +50% YoY, and DoorDash crossed $1B in 2024 with sponsored listings and sponsored items.

Ad revenue carries 70%+ gross margin versus ~5–8% on the delivery transaction itself — which is why ad attach rate (percent of orders that include a sponsored listing) is now an operating KPI, not a finance metric.

Take rate compression and tier mix. DoorDash publishes 15% (Basic) / 25% (Plus) / 30% (Premier) plans and Uber Eats publishes 20% / 25% / 30%. The reported blended take rate is ~13–14% after subsidies, promotions, and grocery mix, and it has been flat to slightly down for three years as grocery and convenience (which carry lower take rates than restaurant) grow faster than the restaurant base.

The CFO's question is no longer "what's our take rate" — it's "what's our contribution profit per order after the courier is paid."

The 9 KPIs, In Depth

1. Total Orders per Quarter (millions). The headline volume number. DoorDash processed ~933M total orders in Q1 2026, up roughly 20% year-over-year. Uber Delivery booking trip volume grew +28% in Q1 2026. Below 15% YoY order growth at scale signals saturation in the home market.

2. Marketplace GOV ($B, Gross Order Value). Total dollar value of consumer orders before take rate. DoorDash Marketplace GOV ran $21.3B to $29.7B across 2026 quarters with YoY growth between 20% and 39%.

Uber Delivery Gross Bookings grew +28% YoY in Q1 2026. GOV growth ahead of order growth tells you AOV is expanding (good); the reverse tells you you are chasing low-ticket grocery and convenience runs.

3. Take Rate %. Net revenue divided by GOV. Blended take rates run ~13–14% for DoorDash and Uber Eats, ~17–19% for European pure-plays like Delivery Hero and Deliveroo because they lean on first-party logistics fees.

Restaurant-tier plans of 15/25/30% are list price; the realized number is always lower after promos, courier subsidies, and grocery mix dilution.

4. Advertising Revenue ($M). The fastest-growing revenue line in the category. Uber Ads >$2B annualized, +50% YoY as of Q1 2026; DoorDash crossed $1B in 2024 and is the second-fastest scaling restaurant ad network behind Instacart. Healthy ad attach rate is 8–12% of orders containing a sponsored item or listing.

5. Contribution Profit per Order ($). The true unit economic — net revenue minus courier pay, refunds, payment processing, and direct support cost. DoorDash reports ~$1.80–$2.20 in contribution profit per order in mature markets; new markets and grocery skew below $1.00.

Above $1.50 the marketplace funds growth; below $1.00 you are subsidizing every order.

6. Restaurant Supply Count (active merchants). Number of restaurants that received at least one paid order in the period. DoorDash crossed 750,000+ active restaurants in 2025; Uber Eats reports 1.1M+ globally; Delivery Hero operates across 70+ countries.

Net new merchant adds and merchant churn (annual ~12–15%) drive the next quarter's GOV more reliably than ad spend does.

7. Subscription Members (DashPass / Uber One, millions). DashPass + Wolt+ = 46M (end 2025), Uber One = 46M (Q1 2026, +55% YoY). Members order 2–4x more frequently than non-members and account for ~60% of GOV in mature markets. Healthy net add cadence is 3–5M/quarter at this scale.

8. Fulfillment Time (minutes door-to-door). Time from order placement to delivery. Best-in-class urban DoorDash runs ~32–36 minutes, Uber Eats ~30–35 minutes, Wolt ~28–32 minutes in dense Nordic markets. Above 40 minutes consumer NPS collapses and repeat rate drops 8–12 points.

9. Courier Earnings per Active Hour ($). Pay per hour on the clock with an active order. DoorDash and Uber both publish ~$23–$30/hour active depending on market and tips; California Prop 22 markets and Seattle/NYC regulated markets run $28–$35/hour active.

Below local minimum-wage equivalent the courier base churns and fulfillment time spikes — the dependency is direct.

flowchart TD A[Consumer Opens App] --> B{DashPass or Uber One Member?} B -->|Yes ~60% of GOV| C[High Frequency 4-8 orders/mo] B -->|No| D[Low Frequency 1-2 orders/mo] C --> E[Order Placed] D --> E E --> F[Restaurant Accepts] F --> G[Courier Assignment] G --> H{Fulfillment Time < 35 min?} H -->|Yes| I[Repeat Order Likely] H -->|No| J[Churn Risk Rises] I --> K[Contribution Profit $1.50-$2.20] J --> L[Promo Subsidy to Recapture] K --> M[Ad Revenue + Take Rate] M --> N[Reinvest in Restaurant + Courier Supply] N --> O[Denser Supply = Faster Fulfillment] O --> A

Real Operators

DoorDash is the US benchmark — ~933M Q1 2026 orders, $29.7B GOV at peak quarter, 750,000+ active restaurants, and is closing the £2.9B Deliveroo acquisition to enter the UK and Europe. Uber Eats (Uber Technologies) runs +28% delivery bookings growth in Q1 2026 and >$2B in annualized ad revenue, and submitted an €10B / $11.6B bid for Delivery Hero in May 2026.

Grubhub was acquired by Wonder Foods in 2025 and is being repositioned around Wonder's vertical kitchen brands. Just Eat Takeaway was sold to Prosus for $4.3B in 2025 and is the European market leader by country footprint. Delivery Hero (Foodpanda, Talabat, PedidosYa) operates in 70+ countries with 2026 EBITDA guidance of €910–960M and is the Uber bid target.

Deliveroo runs the UK/EMEA premium logistics play and is folding into DoorDash. Instacart (restaurant) layered restaurant delivery onto grocery, but restaurant is <15% of GOV. Wolt (DoorDash subsidiary) dominates Nordics and Eastern Europe with industry-leading ~30-minute fulfillment.

Meituan and Ele.me lead China at 70M+ daily orders combined — the global ceiling on what density looks like.

Failure Modes

The four that kill food delivery marketplaces. (1) Supply density collapse — pulling out of a metro to cut costs creates a death spiral: fewer restaurants means longer fulfillment, which means consumer churn, which means even fewer restaurants. (2) Take rate ceiling denial — assuming you can keep raising restaurant commissions past 30% when regulated cities like NYC, Seattle, and San Francisco cap them at 15–20% for delivery.

(3) Courier classification reversal — losing a Prop 22-style ruling and reclassifying contractors as employees raises labor cost 20–35% and wipes out contribution profit per order overnight. (4) Ad business booking too early — recognizing sponsored-listing revenue before the consumer click-through and conversion model is proven, then having to restate when CPMs reset.

Reporting Cadence

Daily: order volume, courier active hours, fulfillment time by metro, sponsored listing impressions. Weekly: GOV run-rate, member net adds, restaurant active count, ad attach rate, promo subsidy spend. Monthly: contribution profit per order by metro and vertical (restaurant vs grocery vs convenience), take rate by tier mix, courier earnings per active hour vs local floor.

Quarterly: full segment P&L, member ARPU and frequency, restaurant churn cohort, ad revenue by format, regional gross bookings for the earnings call.

flowchart TD A[Daily Telemetry] --> B[Orders + Courier Hours + Fulfillment Time] B --> C[Weekly Operating Review] C --> D[GOV Run-Rate + Member Adds + Ad Attach + Promo Spend] D --> E[Monthly Business Review] E --> F[Contribution Profit per Order + Take Rate + Courier $/hr] F --> G[Quarterly Earnings + Board] G --> H[Segment P&L + Member ARPU + Restaurant Churn + Regional] H --> I[Re-forecast Supply + Subsidy + Ad Network Pacing] I --> A

30/60/90 Day Plan

Days 1–30: instrument the nine KPIs end-to-end. Reconcile order counts across the consumer app, restaurant tablet, and courier dispatch systems — they will not match on day one and that gap is the first finding. Establish contribution profit per order by metro and vertical (restaurant / grocery / convenience), and member vs non-member frequency baselines.

Days 31–60: ship the fulfillment-time-and-courier-supply dashboard with metro-level drill-down. Wire it to the courier scheduling system on one side and the restaurant onboarding pipeline on the other. Identify the bottom-quartile metros by fulfillment time and brief the supply team on courier incentive and merchant acquisition gaps.

Days 61–90: run the first quarterly ad-network and subscription review. Model expected ad attach lift at 8–12% of orders in mature markets, 3–5% in newer markets. Re-baseline DashPass/Uber One net add forecast against the +55% YoY Uber One benchmark, and present the new operating model to the CFO with monthly checkpoints on contribution profit per order and take rate compression.

FAQ

Is GOV or net revenue the right top-line metric? GOV is the marketplace health metric — it tells you whether consumer demand and AOV are growing. Net revenue is the monetization metric and reflects take rate, ad mix, and subsidy levels. Report GOV to investors as the volume gauge, net revenue as the monetization gauge, and never blend them.

How do you compare DoorDash and Uber Eats take rates? Look at net revenue / GOV (or net revenue / gross bookings for Uber). Both run ~13–14% blended in 2026 because grocery and convenience are diluting the higher-take-rate restaurant base. The reported restaurant-tier rate cards of 15/25/30% are list price, not realized.

What's a healthy contribution profit per order? Above $1.50 funds growth, $1.00–$1.50 is breakeven plus marketing, below $1.00 is subsidized expansion. Mature urban restaurant orders run $1.80–$2.20; grocery and convenience typically run below $1.00 because basket logistics are heavier.

How long does a DashPass or Uber One member stay loyal? Antenna and Edison Trends data show annualized member churn of 22–30%, materially lower than non-member order churn. Members carry 2–4x order frequency and concentrate ~60% of GOV in mature markets, which is why net member adds is the leading indicator of next-quarter GOV.

Sources

DoorDash, Inc. — Form 10-Q and Form 8-K (FY2026 Q1 results)
Uber Technologies, Inc. — Form 10-Q and Form 8-K (FY2026 Q1 results)
Bloomberg Second Measure — US Food Delivery Market Share Reports
Edison Trends — Food Delivery Subscription and Frequency Data
Restaurant Dive — Uber One subscription delivery spend coverage
PYMNTS — Uber €10B Delivery Hero acquisition bid coverage
Food On Demand — DoorDash / Deliveroo deal analysis
Business of Apps — Food Delivery App Market Statistics 2026
Statista — DashPass and Uber One subscriber data
Delivery Hero SE — 2026 EBITDA guidance and investor disclosures

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### Direct Answer

The nine KPIs that actually run a food delivery marketplace in 2027 are: **Total Orders per Quarter (millions)**, **Marketplace GOV ($B, Gross Order Value)**, **Take Rate %**, **Advertising Revenue ($M)**, **Contribution Profit per Order ($)**, **Restaurant Supply Count (active merchants)**, **Subscription Members (DashPass / Uber One, millions)**, **Fulfillment Time (minutes door-to-door)**, **Courier Earnings per Active Hour ($)**, and **Average Order Value ($, AOV)**. Together they answer the three questions every food delivery CFO is asked on the earnings call: are you growing volume, are you monetizing it better, and is the unit economic per order finally a real number after the courier and the restaurant get paid.

> **TL;DR** — Volume comes from members and supply, monetization comes from take rate and ads, profitability comes from contribution profit per order. If contribution profit per order is below $1.50 or fulfillment time is above 35 minutes in urban markets, the flywheel breaks. Track order volume, GOV, and ad attach weekly; reconcile take rate and contribution profit per order monthly; re-baseline supply density and member ARPU quarterly — that is the operating cadence DoorDash, Uber Eats, and the post-Prosus Just Eat all converged on after the 2024–2025 consolidation wave.

## Why Food Delivery Marketplaces Work Differently

Food delivery is a three-sided marketplace masquerading as a consumer app. Four mechanics make it its own category.

**Three-sided supply density flywheel.** A food delivery marketplace is only liquid when it has dense restaurant supply, dense courier supply, and dense consumer demand in the same 2-mile radius. DoorDash crossed **750,000+ active restaurants** in 2025 and Uber Eats reports **1.1M+ merchants globally**; below ~500 active restaurants per metro the median fulfillment time blows past 40 minutes and the consumer churns. Adding a courier or a restaurant in a thin market does not help — the marketplace only works when all three sides scale together.

**Subscription gravity (DashPass and Uber One).** DashPass and Wolt+ crossed **46M subscribers** at the end of 2025, and Uber One hit **46M members** in 47 countries growing **+55% year-over-year**. Members order roughly **2–4x more frequently** than non-members and concentrate ~60% of marketplace GOV. The subscription is now the single biggest moat — once a household locks in DashPass, the cost of switching to Uber Eats is one $9.99/month decision plus relearning the app.

**Advertising as the second P&L.** What used to be a marketing line for restaurants became a real ad business after 2023. Uber's advertising line crossed **$2B+ in annualized revenue** in Q1 2026 growing **+50% YoY**, and DoorDash crossed **$1B in 2024** with sponsored listings and sponsored items. Ad revenue carries **70%+ gross margin** versus ~5–8% on the delivery transaction itself — which is why ad attach rate (percent of orders that include a sponsored listing) is now an operating KPI, not a finance metric.

**Take rate compression and tier mix.** DoorDash publishes **15% (Basic) / 25% (Plus) / 30% (Premier)** plans and Uber Eats publishes **20% / 25% / 30%**. The reported blended take rate is ~13–14% after subsidies, promotions, and grocery mix, and it has been **flat to slightly down** for three years as grocery and convenience (which carry lower take rates than restaurant) grow faster than the restaurant base. The CFO's question is no longer "what's our take rate" — it's "what's our contribution profit per order after the courier is paid."

## The 9 KPIs, In Depth

**1. Total Orders per Quarter (millions).** The headline volume number. DoorDash processed **~933M total orders in Q1 2026**, up roughly 20% year-over-year. Uber Delivery booking trip volume grew **+28% in Q1 2026**. Below 15% YoY order growth at scale signals saturation in the home market.

**2. Marketplace GOV ($B, Gross Order Value).** Total dollar value of consumer orders before take rate. DoorDash Marketplace GOV ran **$21.3B to $29.7B across 2026 quarters** with YoY growth between **20% and 39%**. Uber Delivery Gross Bookings grew **+28% YoY** in Q1 2026. GOV growth ahead of order growth tells you AOV is expanding (good); the reverse tells you you are chasing low-ticket grocery and convenience runs.

**3. Take Rate %.** Net revenue divided by GOV. Blended take rates run **~13–14%** for DoorDash and Uber Eats, **~17–19%** for European pure-plays like Delivery Hero and Deliveroo because they lean on first-party logistics fees. Restaurant-tier plans of 15/25/30% are list price; the realized number is always lower after promos, courier subsidies, and grocery mix dilution.

**4. Advertising Revenue ($M).** The fastest-growing revenue line in the category. **Uber Ads >$2B annualized, +50% YoY** as of Q1 2026; DoorDash crossed **$1B in 2024** and is the second-fastest scaling restaurant ad network behind Instacart. Healthy ad attach rate is **8–12% of orders** containing a sponsored item or listing.

**5. Contribution Profit per Order ($).** The true unit economic — net revenue minus courier pay, refunds, payment processing, and direct support cost. DoorDash reports **~$1.80–$2.20 in contribution profit per order** in mature markets; new markets and grocery skew below $1.00. Above **$1.50** the marketplace funds growth; below **$1.00** you are subsidizing every order.

**6. Restaurant Supply Count (active merchants).** Number of restaurants that received at least one paid order in the period. DoorDash crossed **750,000+ active restaurants** in 2025; Uber Eats reports **1.1M+ globally**; Delivery Hero operates across **70+ countries**. Net new merchant adds and merchant churn (annual ~12–15%) drive the next quarter's GOV more reliably than ad spend does.

**7. Subscription Members (DashPass / Uber One, millions).** **DashPass + Wolt+ = 46M (end 2025)**, **Uber One = 46M (Q1 2026, +55% YoY)**. Members order **2–4x more frequently** than non-members and account for **~60% of GOV** in mature markets. Healthy net add cadence is **3–5M/quarter** at this scale.

**8. Fulfillment Time (minutes door-to-door).** Time from order placement to delivery. Best-in-class urban DoorDash runs **~32–36 minutes**, Uber Eats **~30–35 minutes**, Wolt **~28–32 minutes** in dense Nordic markets. Above 40 minutes consumer NPS collapses and repeat rate drops 8–12 points.

**9. Courier Earnings per Active Hour ($).** Pay per hour on the clock with an active order. DoorDash and Uber both publish **~$23–$30/hour active** depending on market and tips; California Prop 22 markets and Seattle/NYC regulated markets run **$28–$35/hour active**. Below local minimum-wage equivalent the courier base churns and fulfillment time spikes — the dependency is direct.

```mermaid
flowchart TD
    A[Consumer Opens App] --> B{DashPass or Uber One Member?}
    B -->|Yes ~60% of GOV| C[High Frequency 4-8 orders/mo]
    B -->|No| D[Low Frequency 1-2 orders/mo]
    C --> E[Order Placed]
    D --> E
    E --> F[Restaurant Accepts]
    F --> G[Courier Assignment]
    G --> H{Fulfillment Time < 35 min?}
    H -->|Yes| I[Repeat Order Likely]
    H -->|No| J[Churn Risk Rises]
    I --> K[Contribution Profit $1.50-$2.20]
    J --> L[Promo Subsidy to Recapture]
    K --> M[Ad Revenue + Take Rate]
    M --> N[Reinvest in Restaurant + Courier Supply]
    N --> O[Denser Supply = Faster Fulfillment]
    O --> A
```

## Real Operators

**DoorDash** is the US benchmark — **~933M Q1 2026 orders**, **$29.7B GOV** at peak quarter, **750,000+ active restaurants**, and is closing the **£2.9B Deliveroo acquisition** to enter the UK and Europe. **Uber Eats (Uber Technologies)** runs **+28% delivery bookings growth** in Q1 2026 and **>$2B in annualized ad revenue**, and submitted an **€10B / $11.6B bid for Delivery Hero** in May 2026. **Grubhub** was acquired by **Wonder Foods** in 2025 and is being repositioned around Wonder's vertical kitchen brands. **Just Eat Takeaway** was sold to **Prosus for $4.3B** in 2025 and is the European market leader by country footprint. **Delivery Hero (Foodpanda, Talabat, PedidosYa)** operates in **70+ countries** with **2026 EBITDA guidance of €910–960M** and is the Uber bid target. **Deliveroo** runs the UK/EMEA premium logistics play and is folding into DoorDash. **Instacart (restaurant)** layered restaurant delivery onto grocery, but restaurant is <15% of GOV. **Wolt (DoorDash subsidiary)** dominates Nordics and Eastern Europe with industry-leading **~30-minute fulfillment**. **Meituan** and **Ele.me** lead China at **70M+ daily orders combined** — the global ceiling on what density looks like.

## Failure Modes

The four that kill food delivery marketplaces. **(1) Supply density collapse** — pulling out of a metro to cut costs creates a death spiral: fewer restaurants means longer fulfillment, which means consumer churn, which means even fewer restaurants. **(2) Take rate ceiling denial** — assuming you can keep raising restaurant commissions past 30% when regulated cities like NYC, Seattle, and San Francisco cap them at **15–20%** for delivery. **(3) Courier classification reversal** — losing a Prop 22-style ruling and reclassifying contractors as employees raises labor cost **20–35%** and wipes out contribution profit per order overnight. **(4) Ad business booking too early** — recognizing sponsored-listing revenue before the consumer click-through and conversion model is proven, then having to restate when CPMs reset.

## Reporting Cadence

**Daily:** order volume, courier active hours, fulfillment time by metro, sponsored listing impressions. **Weekly:** GOV run-rate, member net adds, restaurant active count, ad attach rate, promo subsidy spend. **Monthly:** contribution profit per order by metro and vertical (restaurant vs grocery vs convenience), take rate by tier mix, courier earnings per active hour vs local floor. **Quarterly:** full segment P&L, member ARPU and frequency, restaurant churn cohort, ad revenue by format, regional gross bookings for the earnings call.

```mermaid
flowchart TD
    A[Daily Telemetry] --> B[Orders + Courier Hours + Fulfillment Time]
    B --> C[Weekly Operating Review]
    C --> D[GOV Run-Rate + Member Adds + Ad Attach + Promo Spend]
    D --> E[Monthly Business Review]
    E --> F[Contribution Profit per Order + Take Rate + Courier $/hr]
    F --> G[Quarterly Earnings + Board]
    G --> H[Segment P&L + Member ARPU + Restaurant Churn + Regional]
    H --> I[Re-forecast Supply + Subsidy + Ad Network Pacing]
    I --> A
```

## 30/60/90 Day Plan

**Days 1–30:** instrument the nine KPIs end-to-end. Reconcile order counts across the consumer app, restaurant tablet, and courier dispatch systems — they will not match on day one and that gap is the first finding. Establish contribution profit per order by metro and vertical (restaurant / grocery / convenience), and member vs non-member frequency baselines.

**Days 31–60:** ship the fulfillment-time-and-courier-supply dashboard with metro-level drill-down. Wire it to the courier scheduling system on one side and the restaurant onboarding pipeline on the other. Identify the bottom-quartile metros by fulfillment time and brief the supply team on courier incentive and merchant acquisition gaps.

**Days 61–90:** run the first quarterly ad-network and subscription review. Model expected ad attach lift at **8–12% of orders** in mature markets, **3–5%** in newer markets. Re-baseline DashPass/Uber One net add forecast against the **+55% YoY** Uber One benchmark, and present the new operating model to the CFO with monthly checkpoints on contribution profit per order and take rate compression.

## FAQ

**Is GOV or net revenue the right top-line metric?** GOV is the marketplace health metric — it tells you whether consumer demand and AOV are growing. Net revenue is the monetization metric and reflects take rate, ad mix, and subsidy levels. Report GOV to investors as the volume gauge, net revenue as the monetization gauge, and never blend them.

**How do you compare DoorDash and Uber Eats take rates?** Look at net revenue / GOV (or net revenue / gross bookings for Uber). Both run **~13–14% blended** in 2026 because grocery and convenience are diluting the higher-take-rate restaurant base. The reported restaurant-tier rate cards of 15/25/30% are list price, not realized.

**What's a healthy contribution profit per order?** Above **$1.50** funds growth, **$1.00–$1.50** is breakeven plus marketing, below **$1.00** is subsidized expansion. Mature urban restaurant orders run **$1.80–$2.20**; grocery and convenience typically run below **$1.00** because basket logistics are heavier.

**How long does a DashPass or Uber One member stay loyal?** Antenna and Edison Trends data show **annualized member churn of 22–30%**, materially lower than non-member order churn. Members carry **2–4x order frequency** and concentrate ~60% of GOV in mature markets, which is why net member adds is the leading indicator of next-quarter GOV.

## Sources

- DoorDash, Inc. — Form 10-Q and Form 8-K (FY2026 Q1 results)
- Uber Technologies, Inc. — Form 10-Q and Form 8-K (FY2026 Q1 results)
- Bloomberg Second Measure — US Food Delivery Market Share Reports
- Edison Trends — Food Delivery Subscription and Frequency Data
- Restaurant Dive — Uber One subscription delivery spend coverage
- PYMNTS — Uber €10B Delivery Hero acquisition bid coverage
- Food On Demand — DoorDash / Deliveroo deal analysis
- Business of Apps — Food Delivery App Market Statistics 2026
- Statista — DashPass and Uber One subscriber data
- Delivery Hero SE — 2026 EBITDA guidance and investor disclosures

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