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    U.S. airlines cut growth plans in a bid to stem profit-eating fare discounts

    U.S. airlines are cutting their growth plans for the second half of the year.
    Over the last week, airlines shaved a point of capacity off their growth plans for the fourth quarter, according to Deutsche Bank.
    Money-losing low-cost airlines are under increasing pressure to cut growth plans and cull unprofitable routes.

    Airplanes from United and JetBlue and Delta populate the taxiway at Laguardia Airport in the Queens borough of New York City. 
    Bruce Bennett | Getty Images

    U.S. airlines are reducing their capacity through the end of the year in a bid to cool an oversupplied domestic market that has led to lower fares and reduced profits despite strong summer travel demand. For passengers, that could mean higher fares are on the way.
    Over the last week, U.S. airlines had “one of the industry’s largest week-over-week capacity reductions,” shaving almost 1% off of their capacity planned for the fourth quarter, Deutsche Bank said in a note Sunday. Airlines now expect to grow flying about 4% year over year during the final three months of the year.

    “Despite the sizeable overall reduction, we expect to see further cuts in the weeks ahead as carriers are expected to continue to refine their schedules,” Deutsche Bank airline analyst Michael Linenberg wrote in the note.
    U.S. airline executives have noted strong demand but a domestic market that’s awash in flights, forcing them to dial back growth plans, which could drive up fares. The latest U.S. inflation report earlier this month showed airfare in June fell 5.1% from a year earlier and 5.7% from May.
    Reducing capacity could drive up fares for consumers and boost airlines’ bottom lines, if travel demand holds up. Getting fares in the market that are profitable to airlines but palatable to consumers is crucial for the industry as consumers have pulled back on spending in other areas.

    Stock chart icon

    The NYSE Arca Airline Index’s performance compared with the S&P 500.

    Third-quarter outlooks from Delta and United earlier this month disappointed investors, but their CEOs said they expected capacity pullbacks across the U.S. industry to materialize in August, helping results. Southwest Airlines forecast a potential drop in third-quarter unit revenue, a measure of how much money an airline brings in for the amount it’s flying. The airline said last week it will finally ditch its iconic open-seating model and introduce extra-legroom seats to drive up revenue.
    American Airlines on Thursday reported a 46% decline in its second-quarter profit and said it plans to dial back its capacity growth in the coming months, expanding less than 1% in September over last year.

    “That excess capacity led to a higher level of discounting activity in the quarter than we had anticipated,” CEO Robert Isom said on an earnings call last week. Overall, American plans to grow 3.5% in the second half of the year after expanding about 8% in the first six months of the year.

    Read more CNBC airline news

    Low-cost and discount airlines have been more aggressive in cutting unprofitable routes and scaling back capacity. Those carriers plan to contract 2.2% in the fourth quarter from the same period of 2023, Deutsche Bank said.
    JetBlue Airways, for example, has culled money-losing routes this year and deployed aircraft to more popular city pairs. The carrier is scheduled to report results before the market opens on Tuesday.
    Spirit Airlines, meanwhile, warned of a wider-than-expected loss for the second quarter after nonticket revenue, which accounts for fees like checked bags and seating assignments, came in lighter than expected.

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    Family offices are giving top staff equity and profit shares in battle for talent

    Family offices are increasingly offering lucrative shares of equity and deal profits to staff amid a growing battle for talent, according to a top family office attorney.  
    Family offices are surging in size and number, and competing more directly with private equity firms and venture funds for top staff.
    There are three common ways single-family offices are paying staff with deal and equity plans.

    Thomas Barwick | Digitalvision | Getty Images

    A version of this article first appeared in CNBC’s Inside Wealth newsletter with Robert Frank, a weekly guide to the high net worth investor and consumer. Sign up to receive future editions, straight to your inbox.
    Family offices are increasingly offering lucrative shares of equity and deal profits to staff amid a growing battle for talent, according to a top family office attorney.  

    As family offices surge in size and number, and compete more directly with private equity firms and venture funds for top staff, they’re sweetening their compensation plans. Along with salaries and bonuses, many are now offering equity stakes and various forms of profit-sharing to give employees more upside and incentives.
    Patrick McCurry, partner at McDermott Will & Emery LLP based in Chicago, who works with single-family offices, said family offices have to adapt to a more competitive hiring landscape.
    “There is a war for talent,” McCurry said. “Family offices are competing for talent against each other, and against traditional private equity, hedge funds and venture capital.”
    Family offices, the private investment arms of single families, are also shifting to profit shares as a way to better align the incentives of the staff with the family.
    “It helps get everyone rowing in the same direction,” McCurry said.

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    In an article in the latest UBS Family Office Quarterly, McCurry said there are three common ways single-family offices are paying staff with deal and equity plans.
    1. Profits interest
    A profits interest gives an employee a share of upside in a deal or basket of deals. So if the family office buys a private company for $10 million and sells it for $15 million, the employee may get a share (say 5% or 6%) of the $5 million profit, or profit above a target or “hurdle.” If there is no profit, the employee gets no share. “Basically they don’t participate unless there is growth,” McCurry said.
    They also save on taxes. Since the profit is a capital gain, the employee typically pays the long-term capital gains rate — which tops out at 20% — rather than the ordinary income rate, which can reach 37%.
    2. Co-invest
    A co-investment allows an employee or group to put their own money in an investment, effectively investing in a deal alongside the family. Often the family will lend a portion of the money to the employee for the investment, known as a leveraged co-investment. So an employee may put $100,000 into an investment, borrow another $200,000 from the family, and get a $300,000 stake.
    If the deals make no profit, the employee loses their investment and potentially has to repay part of the loan. Family office owners like co-investments since it encourages employees to make less risky deals. They often pair co-investments with profit shares to create both upside and potential downside to staff.
    “With co-invests you get a downside so you could get fewer ‘moonshot’ deals that would be high risk,” McCurry said.
    3. Phantom equity
    If a family office is too complicated, with dozens of trusts, partnerships and funds that make it hard to issue profit shares or co-investments, they can sometimes offer phantom equity — notional shares of a basket of assets or fund or company that track performance without actual ownership.  
    Phantom equity can be like a 401(k) plan that’s deferred tax free. But eventually it’s usually taxed at ordinary income rates, so it can be less attractive to the employee.
    “It’s not as common, but it’s mainly used for simplicity,” McCurry said.
    Because they serve a single family, family offices have more flexibility than many companies when it comes to designing pay plans. Yet McCurry said family offices that want to compete for talent need to start offering more forms of equity.
    “There is a crowd effect,” he said. “The more family offices start offering it, the more employees expect it. You don’t want to be the outlier when everyone across the street is offering it.”
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    Ford, GM, Stellantis face a daunting second half of 2024

    The U.S. market – a profit engine for most automakers – is normalizing after years of record high prices, low vehicle inventories and resilient demand.
    Wall Street has been waiting for that set of circumstances for some time, with the cyclical nature of the auto industry ushering in a down period.
    The industry challenges add to individual issues for each automaker as well as uncertainty around the adoption of all-electric vehicles.

    New Jeep vehicles sit on a Dodge Chrysler-Jeep Ram dealership’s lot on October 03, 2023 in Miami, Florida.
    Joe Raedle | Getty Images News | Getty Images

    DETROIT – The last time shares of Ford Motor dropped by more than 18% in a day, as they did last week, the U.S. automotive industry was on the brink of bankruptcy during the Great Recession.
    Ford, which avoided bankruptcy in 2008-2009, is far from any sort of such disaster, but the freefall in shares after the company missed Wall Street’s earnings expectations is the leading example of the uphill battle automakers face for the remainder of the year.

    The U.S. market – a profit engine for most automakers – is normalizing after years of record high prices, low vehicle inventories and resilient demand. Inventories, especially for the Detroit automakers, are rising, and vehicle pricing is slowly declining.
    Wall Street has been waiting for that set of circumstances for some time, with the cyclical nature of the auto industry ushering in a down period.

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    Ford, GM and Stellantis shares

    “Investors who think autos can outperform on + earnings beats and buybacks should think again. Auto fundamentals may be peaking (see rising incentives and delinquencies). Eventually this can catalyze lower spending and” mergers and acquisitions, Morgan Stanley analyst Adam Jonas said Friday in an investor note.
    Jonas’ comments came after the firm downgraded GM from overweight to equal weight last week, adding “auto remains one of the more challenged industries in the world in terms of competition, excess capacity, cyclical and secular risks.”
    The industry challenges add to individual issues for each automaker as well as uncertainty around the adoption of all-electric vehicles, which automakers have invested billions of dollars in and which largely remain unprofitable.

    Shares of Ford had their worst week since March 2020, down 20% to close Friday at $11.19. GM was down 8.7% last week to $44.12. Stellantis fell 12.6% last week to $17.66.

    GM

    For General Motors, investors balked at pullbacks in growth businesses, waning upside during the second half of the year and fear that the automaker’s earnings power has peaked, according to Wall Street analysts.
    Selling more EVs is one reason that GM, which has raised its annual financial guidance twice this year, expects the second half to underperform the first. The company projects its adjusted second-half earnings to be between $4.7 billion and $6.7 billion, or $3.82 and $4.82 adjusted per share. That compares with $8.3 billion, or $5.68 adjusted earnings per share, through the first half of the year.
    The automaker also forecasts a 1% to 1.5% decline in vehicle pricing as well as $1 billion in additional expenses — including $400 million in additional marketing costs to support vehicle launches. GM is looking to increase production of money-losing EVs, as it aims to make the vehicles profitable on a production, or contribution-margin basis, by the end of the year.

    Analysts also have concerns regarding GM’s continued losses in China, which has historically been a profit engine for the company. The automaker’s Chinese operations posted an equity loss of $104 million – the unit’s second consecutive quarterly loss after hitting a roughly 20-year low in 2023.
    “We have been taking steps to reduce our inventories, align our production to demand, protect our pricing, and reduce fixed costs. But it’s clear the steps we have taken, while significant, have not been enough,” GM CEO Mary Barra said Tuesday during the company’s earnings call. “We expect the rest of the year will remain challenging.”
    The automaker is still expected to post strong results during the second half of the year, build upon its strong cash flow position and conduct billions in share repurchases to return money to investors.

    Ford

    The same can’t be said unilaterally for GM’s closest crosstown rival Ford, which pushed back against any share repurchasing, instead relying on the company’s dividend to award investors.
    Several Wall Street analysts noted the share repurchase difference between the companies, citing the Ford family’s voting control of the board and special shares.
    “Given elevated cash balance, there had been hope for a special dividend or even a buyback. In hindsight, this was probably just investor pressure in comparison to GM’s policy. But, Ford doesn’t seem like they will budge off their stance,” UBS analyst Joseph Spak said Thursday in an investor note.

    The new Ford F-150 truck goes through the assembly line at the Ford Dearborn Plant on April 11, 2024 in Dearborn, Michigan. 
    Bill Pugliano | Getty Images

    Ford expects adjusted earnings during the second half of the year to be between $2 billion and $3 billion, down from $5.5 billion during the first half of the year.
    The company reconfirmed its 2024 guidance despite coming in a whopping 21 cents below adjusted earnings per share expectations for the second quarter. The automaker reported an additional $800 million in unexpected warranty costs compared with the prior quarter.
    To achieve its second-half results, Ford CFO John Lawler altered the company’s guidance for the last six months of the year for its traditional Ford Blue and commercial Ford Pro operations. Expectations for full-year EBIT are up for Ford Pro, to a range of $9 billion to $10 billion, on further growth and favorable product mix. Guidance is down, however, for the company’s Ford Blue segment, to a range of $6 billion to $6.5 billion, reflecting the higher warranty costs.
    “We’re disciplined with capital, and we have the right portfolio of products and we are delivering consistent cash generation to reward our shareholders,” Lawler told investors Wednesday. “We are relentlessly seeking out new ways to make our business better and remain focused on driving improvements in both quality and cost.”

    Stellantis

    Transatlantic automaker Stellantis arguably faces the most challenging second half of the year, particularly regarding its U.S. operations.
    Speaking to the media, Stellantis CEO Carlos Tavares said that many of the firm’s problems stem from its U.S. operations, which he previously said were being impacted by “arrogant mistakes” around vehicle inventory levels, manufacturing and sales strategies.
    Last year, Stellantis was the only major automaker in the U.S. to report a decline in sales compared with 2022.
    During the first half of this year, the firm’s U.S. sales were down about 16%. Its North American market share was 8.2%, down 1.8 percentage points.

    Stellantis CEO Carlos Tavares holds a press conference ahead of visiting the Sevel automaker’s plant, Europe’s largest van-making facility, in Atessa, Italy, January 23, 2024. 
    Remo Casilli | Reuters

    Despite the ongoing problems, Stellantis reconfirmed its 2024 guidance for double-digit adjusted operating income margin, positive industrial free cash flow and at least 7.7 billion euros in capital return to investors in the forms of dividends and buybacks.
    Through the first half of the year, Stellantis’ adjusted operating margin was 10%. Its free cash flow was negative 392 million euros and its capital return was 6.65 billion euros.
    Tavares expects to be able to achieve those targets with the help of 20 new model launches this year, correcting the problems in the U.S. and additional price cuts to increase sales. He also did not rule out additional job cuts.
    “This is a very tough industry, a very tough period and everybody has to fight for performance,” Tavares said. “We will have to work hard to deliver that performance.”
    – CNBC’s Michael Bloom contributed to this report.

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    McDonald’s earnings, revenue miss estimates as consumer pullback worsens

    McDonald’s missed second-quarter earnings and revenue estimates.
    The company’s same-store sales fell for the first time since the fourth quarter of 2020.
    McDonald’s is leaning on value meals to bring back customers as it deals with a worsening consumer pullback.

    A McDonald’s restaurant is viewed on July 22, 2024 in Burbank, California.
    Mario Tama | Getty Images

    McDonald’s on Monday reported quarterly earnings and revenue that missed analysts’ expectations as same-store sales declined across every division.
    Here’s what the company reported compared with what Wall Street was expecting, based on a survey of analysts by LSEG:

    Earnings per share: $2.97 adjusted vs. $3.07 expected
    Revenue: $6.49 billion vs. $6.61 billion expected

    The fast-food giant reported second-quarter net income of $2.02 billion, or $2.80 per share, down from $2.31 billion, or $3.15 per share, a year earlier. Excluding charges related to the future sale of its South Korean business and other items, McDonald’s earned $2.97 a share.
    Its quarterly revenue of $6.49 billion was about flat compared with the year-ago period.
    McDonald’s same-store sales shrank 1%, missing StreetAccount estimates for growth of 0.4%. It’s the first time companywide same-store sales have fallen since the fourth quarter of 2020.
    In the U.S., McDonald’s same-store sales decreased 0.7% for the quarter. A year ago, the chain reported U.S. same-store sales growth of 10.3%, thanks to its popular Grimace Birthday Meal.
    But in the 12 months since, more consumers have cut back their restaurant spending, particularly at fast-food chains, which they no longer see as a good deal. McDonald’s said foot traffic to its U.S. restaurants fell during the quarter.

    Executives previously warned that the competition for customers had become more fierce as the consumer environment weakened. McDonald’s is leaning into discounts to bring back diners. The chain launched a $5 meal deal in late June, five days before the end of the quarter.
    A week ago, the company told its U.S. system that it plans to extend the value meal past the planned four-week runtime and said that it’s bringing back customers.
    McDonald’s is trying to lure in diners outside of the U.S., too. Its international operated markets division, which includes large segments like France and Germany, saw its same-store sales slide 1.1% in the quarter.
    The company’s international developmental licensed markets unit, which includes China and Japan, reported same-store sales declines of 1.3%. McDonald’s is still dealing with the fallout from boycotts of the brand in the Middle East, and sales in China continue to struggle.
    — CNBC’s Robert Hum contributed to this report.

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    ‘Deadpool and Wolverine’ snares $205 million domestic opening, highest R-rated debut ever

    “Deadpool & Wolverine” shattered box office records this weekend, tallying $205 million in domestic ticket sales during its opening, the highest debut of 2024 and of an R-rated film ever.
    The film outpaced analysts’ expectations, which called for an opening haul between $160 million and $180 million.
    Internationally, the film secured $233.3 million, bringing its estimated global haul to $438.3 million for the full weekend.

    Hugh Jackman and Ryan Reynolds star in Marvel’s “Deadpool and Wolverine.”

    Marvel is back on top.
    “Deadpool & Wolverine” shattered box office records this weekend, tallying $205 million in domestic ticket sales during its opening, the highest debut of 2024 and of an R-rated film ever.

    The film outpaced analysts’ expectations, which called for an opening haul between $160 million and $180 million.
    “The massive debut for ‘Deadpool & Wolverine’ should convince those who were throwing in the towel for the big screen back in May that you can never underestimate the power, allure resiliency and, yes, unpredictability of the movie theater experience,” said Paul Dergarabedian, senior media analyst at Comscore.
    Internationally, the film secured $233.3 million, bringing its estimated global haul to $438.3 million for the full weekend.
    “Deadpool & Wolverine” is the 34th film to be released under the MCU banner and the first of the Disney-produced installments to garner an R-rating from the Motion Picture Association. The previous two Deadpool films, both rated R, were produced and released through 20th Century Fox. Disney acquired the company in 2019, bringing the X-Men and Fantastic Four back into the larger Marvel portfolio.
    Similar to previous entries in the MCU, “Deadpool & Wolverine” benefitted from fan fervor. Audiences were eager to see the flick in its opening weekend in order to avoid spoilers. Disney kept much of the film’s content secret and provided limited press screenings prior to its debut.

    The strong opening of “Deadpool & Wolverine” comes after a post-pandemic box office slump for the Marvel Cinematic Universe. Disney overcrowded the market with superhero streaming content in recent years and its push for quantity at the box office led to a drop in quality.
    “Marvel took a mini-break to help rejuvenate their creative direction in the wake of several divisive tentpole films and this return to the arena certainly stuck the superhero landing,” said Shawn Robbins, founder and owner of Box Office Theory.
    “A record-breaking R-rated debut not only shows that Marvel and Disney can spread their wings a little bit when the content calls for it, but also that Marvel fans and casual audiences alike are still eager for the kind of entertaining and meaningful blockbuster storytelling that has defined so much of their unrivaled success,” he added.
    “Deadpool and Wolverine’s” opening coincided with Marvel’s San Diego Comic Con panel which revealed an updated film slate and gave fans a sense of where the franchise will head in the coming years. That includes Sam Wilson, the newly minted Captain American, seeking to rebuild the Avengers after they disbanded in the wake of their fight with Thanos, and the pending arrival of Doctor Doom, which is set to be played by Iron Man himself Robert Downey Jr.
    “Every film should be taken on a case-by-case basis, but Deadpool & Wolverine in tandem with this weekend’s Comic Con announcements mark significant steps back onto a path that could reignite enthusiasm for the broader franchise,” Robbins said. More

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    Fast-food chains battle for low-income diners with summer value meals

    A slew of fast-food chains, from McDonald’s to Taco Bell, have $5 meal deals to try to win back customers.
    Runaway menu prices have scared away low-income consumers, and discounts may be the only way to get them back.
    But investors are skeptical that the value meals will drive meaningful sales growth without eroding profits.

    The McDonald’s logo is displayed at a McDonald’s restaurant in Burbank, California, on July 22, 2024.
    Mario Tama | Getty Images

    Subway started phasing out its $5 footlong sandwiches a decade ago. But these days, other fast-food chains have revived the $5 price point, hoping to win over customers who have cut back their spending.
    As many restaurant companies prepare to report their second-quarter results, investors are expecting to hear that diners are visiting their locations less frequently and that sales have turned sluggish, with few exceptions such as Chipotle. In the hopes of lifting their results for next quarter, chains such as McDonald’s, Taco Bell, Burger King and Wendy’s have unveiled or revived meal deals with a $5 price tag.

    McDonald’s said it is seeing traffic increase as a result, although Wall Street is not expecting a big sales bump from the promotions.
    Fast food typically fares better than the broader industry during economic downturns. But the last several years of price hikes have led many consumers to conclude that fast food just is not a good deal anymore. More than 60% of respondents to a recent LendingTree survey said they have cut back their fast-food spending because it is too expensive.
    Runaway menu prices have scared off many fast-food customers, including those in the low-income bracket who make up a sizable chunk of the sector’s customer base. Sensing diners’ fast-food backlash, players such as Brinker International’s Chili’s have used their marketing to highlight their own value relative to the cost of a fast-food meal. Casual-dining chains have taken some market share from the fast-food sector, Darden Restaurants CEO Rick Cardenas said in June.
    “It’s the war for the less affluent customer,” said Robert Byrne, senior director of consumer research for Technomic, a restaurant market research firm.
    That change in consumer behavior has also scared away Wall Street. Shares of McDonald’s, Burger King parent Restaurant Brands International and Wendy’s have all slid by double digits this year. Taco Bell owner Yum Brands is down more than 1% in 2024. Meanwhile, the S&P 500 is up 14%.

    “The sense among investors is that the second quarter is probably going to be one to forget — you’re going to see a lot of large chains probably miss consensus [estimates],” KeyBanc analyst Eric Gonzalez told CNBC.
    McDonald’s is expected to report its second-quarter earnings on Monday, while Wendy’s is slated to announce its results on Wednesday. Restaurant Brands and Yum Brands are expected to report their quarterly earnings the following week.

    Can value meals fuel bigger purchases?

    A sign advertises meal deals at a McDonald’s restaurant in Burbank, California, on July 22, 2024.
    Mario Tama | Getty Images

    Generally, fast-food chains tend to focus their discounts and value meals on the first quarter, when consumers are trying to save their dollars after the holiday season and stick to New Year’s resolutions. As temperatures rise, so do restaurant sales, and operators usually do not need to rely on deals to bring in customers.
    But this summer is different. Fast-food chains need discounts to fuel traffic — and sales growth.
    “The fact is that restaurants are running out of space to take more price on their menus,” Byrne said.
     But the value meals are not only about growing traffic.
    “It’s also about converting the consumer who’s coming for the deal to a higher-ticket consumer by introducing other add-ons or other things that they might do,” Byrne said. “The risk is that they don’t.”
    Without convincing customers to add a milkshake or another entrée to their order, the discounts ding profits and become unsustainable in the long run. That is a big worry for investors who are already skeptical that chains will not see the traffic bump they are hoping for.
    “The value menus rolled out toward the end of the quarter. There’s just a fear that it’s not going to get any better, and it’s going to be a race to the bottom,” Gonzalez said.
    Subway’s $5 footlong presents its own cautionary tale. Although the deal was popular with customers, it outstayed its welcome with operators, eroding their profits and compounding other issues with the brand, such as sales cannibalization from its massive footprint. That led to restaurant closures, angry operators and years of searching for a new way to bring back customers.

    Franchisee skepticism

    Investors are not the only ones skeptical about the promotions — so are franchisees, who often push back against discounts because they hurt their profits.
    Franchisees have also gained more power to resist parent companies’ deal strategies in recent years. Many franchisees are larger these days, with more restaurants and sometimes even private equity money.
    At McDonald’s, franchisees banded together to form the National Owners Association in 2018, rebelling against the burger giant’s unpopular discounts and plans for store renovations. Since then, the chain’s operators have fought back more against management’s plans.
    An initial proposal of McDonald’s $5 value meal did not pass muster, so Coca-Cola chipped in marketing funds to make the deal more attractive to operators. Coke CEO James Quincey said on Tuesday’s earnings call that the beverage giant has seen weaker away-from-home sales in the U.S. as quick-service restaurants struggle. To boost demand, Coke is partnering with food-service customers to market food and drink combo meals, according to Quincey.
    McDonald’s on Monday extended its value meal past its initial four-week window. Ninety-three percent of its restaurants voted in favor of the extension, executives wrote in a memo to the U.S. system viewed by CNBC.
    The promotion is bringing customers back to its restaurants, according to both executives and foot traffic data. June 25, the launch day of McDonald’s $5 meal, drew 8% more visits than the average Tuesday in 2024 so far, according to a report from Placer.ai. The pattern repeated in the following days as the chain exceeded year-to-date daily visit averages. Placer.ai also found that discounts helped drive traffic to Buffalo Wild Wings, Starbucks and Chili’s.
    In his quarterly survey of more than 20 McDonald’s franchisees, analyst Mark Kalinowski of Kalinowski Equity Research asked respondents what percentage of their sales were helped incrementally by the $5 meal deal. The average response was 1.3%.
    “These responses may suggest that the $5 Meal Deal should be viewed as an initiative that may help prevent some customers from going elsewhere, as opposed to a big sales builder,” Kalinowski wrote Wednesday in a research note about the survey results.

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    Climate change is gentrifying neighborhoods. In Miami, residents fear high prices — and a lost soul

    Gentrification occurs when an area experiences a rapid rise in residents’ average incomes and rents. The typical outcome: The white population increases, and people of color are priced out.
    Climate change is accelerating this dynamic in some parts of the U.S., a trend known as “climate gentrification.”
    In Miami neighborhoods such as Allapattah, Liberty City, Little Haiti, Overtown and West Grove, longtime residents fear what comes next.

    A development towers over the Lyric Theater in Miami’s Overtown neighborhood.
    Greg Iacurci

    MIAMI — Nicole Crooks stood in the plaza of the historic Lyric Theater, a royal blue hat shielding her from the midday sun that baked Miami.
    In its heyday, the theater, in the city’s Overtown neighborhood, was an important cultural hub for the Black community. James Brown, Sam Cooke, Ray Charles, Aretha Franklin and Ella Fitzgerald performed there, in the heart of “Little Broadway,” for esteemed audience members such as Jackie Robinson and Joe Louis. 

    Now, on that day in mid-March, the towering shell of a future high-rise development and a pair of yellow construction cranes loomed over the cultural landmark. It’s a visual reminder of the changing face of the neighborhood — and rising costs for longtime residents.
    Located inland, far from prized beachfront real estate, Overtown was once shunned by developers and wealthy homeowners, said Crooks, a community engagement manager at Catalyst Miami, a nonprofit focused on equity and justice. 

    Nicole Crooks stands in the plaza of the Lyric Theater in Overtown, Miami.
    Greg Iacurci

    But as Miami has become ground zero for climate change, Overtown has also become a hot spot for developers fleeing rising seas and coastal flood risk, say climate experts and community advocates. 
    That’s because Overtown — like districts such as Allapattah, Liberty City, Little Haiti and parts of Coconut Grove — sits along the Miami Rock Ridge. This elevated limestone spine is nine feet above sea level, on average — about three feet higher than Miami’s overall average. 
    A development boom in these districts is changing the face of these historically Black neighborhoods and driving up prices, longtime residents tell CNBC. The dynamic is known as “climate gentrification.”

    More from Personal Finance:Why your finances aren’t insulated from climate changePeople are moving to Miami and building there despite climate riskHere’s how to buy renewable energy from your electric utility
    Gentrification due to climate change is also happening in other parts of the U.S. and is one way in which climate risks disproportionately fall on people of color.
    “More than anything, it’s about economics,” Crooks said of the encroachment of luxury developments in Overtown, where she has lived since 2011. “We’re recognizing that what was once prime real estate [on the coast] is not really prime real estate anymore” due to rising seas.
    If Miami is ground zero for climate change, then climate gentrification makes Overtown and other historically Black neighborhoods in the city “ground zero of ground zero,” Crooks said.

    Why the wealthy ‘have an upper hand’

    When a neighborhood gentrifies, residents’ average incomes and education levels, as well as rents, rise rapidly, said Carl Gershenson, director of the Princeton University Eviction Lab. 
    Because of how those elements correlate, the outcome is generally that the white population increases and people of color are priced out, he said. 
    Gentrification is “inevitable” in a place such as Miami because so many people are moving there, including many wealthy people, Gershenson said.
    But climate change “molds the way gentrification is going to happen,” he added. 

    Part of the building site of the Magic City development in Little Haiti.
    Greg Iacurci

    Indeed, climate gentrification has exacerbated a “pronounced housing affordability crisis” in Miami, particularly for immigrants and low-income residents, according to a recent analysis by real estate experts at Moody’s.
    Asking rents have increased by 32.2% in the past four years to $2,224 per unit, on average — higher than the U.S. average of 19.3% growth and $1,825 per unit, according to Moody’s.
    The typical renter in Miami spends about 43% of their income on rent, making the metro area the least affordable in the U.S., according to May data from Zillow.
    Housing demand has soared due to Miami’s transition into a finance and technology hub, which has attracted businesses and young workers, pushing up prices, Moody’s said. 

    But rising seas and more frequent and intense flooding have made neighborhoods such as Little Haiti, Overtown and Liberty City — historically occupied by lower-income households — more attractive to wealthy people, Moody’s said.
    The rich “have an upper hand” since they have the financial means to relocate away from intensifying climate hazards, it said. 
    “These areas, previously overlooked, are now valued for their higher elevation away from flood-prone zones, which leads to development pressure,” according to Moody’s. 
    These shifts in migration patterns “accelerate the displacement of established residents and inflate property values and taxes, widening the socio-economic divide,” it wrote.
    Indeed, real estate at higher elevations of Miami-Dade County has appreciated at a faster rate since 2000 than that in other areas of the county, according to a 2018 paper by Harvard University researchers. 
    Many longtime residents rent and therefore don’t seem to be reaping the benefits of higher home values: Just 26% of homes occupied in Little Haiti are occupied by their owners, for example, according to a 2015 analysis by Florida International University.
    In Little Haiti, the Magic City Innovation District, a 17-acre mixed-use development, is in the early stages of construction.
    Robert Zangrillo, founder, chairman and CEO of Dragon Global, one of the Magic City investors, said the development will “empower” and “uplift” — rather than gentrify — the neighborhood.
    He said the elevation was a factor in the location of Magic City, as were train and highway access, proximity to schools and views.
    “We’re 17 to 20 feet above sea level, which eliminates flooding,” he said. “We’re the highest point in Miami.”

    Effects of high costs ‘simply heartbreaking’

    Comprehensive real estate data broken down according to neighborhood boundaries is hard to come by. Data at the ZIP-code level offers a rough approximation, though it may encompass multiple neighborhoods, according to analysts.
    For example, residents of northwest Miami ZIP code 33127 have seen their average annual property tax bills jump 60% between 2019 and 2023, to $3,636, according to ATTOM, a company that tracks real estate data. The ZIP code encompasses parts of Allapattah, Liberty City and Little Haiti and borders Overtown.
    That figure exceeds the 37.4% average growth for all of Miami-Dade County and 14.1% average for the U.S., according to ATTOM.
    Higher property taxes often go hand in hand with higher property values, as developers build nicer properties and homes sell for higher prices. Wealthier homeowners may also demand more city services, pushing up prices.

    A high-rise development in Overtown, Miami.
    Greg Iacurci

    Average rents in that same ZIP code have also exceeded those of the broader region, according to CoreLogic data.
    Rents for one- and two-bedroom apartments jumped 50% and 52%, respectively, since the first quarter of 2021, according to CoreLogic.
    By comparison, the broader Miami metro area saw one-bedroom rents grow by roughly 37% to 39%, and about 45% to 46% for two-bedroom units. CoreLogic breaks out data for two Miami metro divisions: Miami-Miami Beach-Kendall and West Palm Beach-Boca Raton-Delray Beach.
    “To see how the elders are being pushed out, single mothers having to resort to living in their cars with their children in order to live within their means … is simply heartbreaking for me,” Crooks said.

    ‘Canaries in the coal mine’ 

    Climate gentrification isn’t just a Miami phenomenon: It’s happening in “high-risk, high-amenity areas” across the U.S., said Princeton’s Gershenson.
    Honolulu is another prominent example of development capital creeping inland to previously less desirable areas, said Andrew Rumbach, senior fellow at the Urban Institute. It’s a trend likely to expand to other parts of the nation as the fallout from climate change worsens.
    Miami and Honolulu are the “canaries in the coal mine,” he said.
    But climate gentrification can take many forms. For example, it also occurs when climate disasters reduce the supply of housing, fueling higher prices. 

    Smoke from the Marshall Fire in Louisville, Colorado.
    Chris Rogers | Photodisc | Getty Images

    In the year following the 2021 Marshall Fire in Colorado — the costliest fire in the state’s history — a quarter of renters in the communities affected by the fire saw their rents swell by more than 10%, according to survey data collected by Rumbach and other researchers. That was more than double the region-wide average of 4%, he said.
    The supply that’s repaired and rebuilt generally costs more, too — favoring wealthier homeowners, the researchers found.
    Across the U.S., high-climate-risk areas where disasters serially occur experience 12% higher rents, on average, according to recent research by the Georgia Institute of Technology and the Brookings Institution.
    “It’s basic supply and demand: After disasters, housing costs tend to increase,” said Rumbach.

    ‘My whole neighborhood is changing’

    Fredericka Brown, 92, has lived in Coconut Grove all her life.
    Recent development has irreparably altered her neighborhood, both in character and beauty, she said.
    “My whole neighborhood is changing,” said Brown, seated at a long table in the basement of the Macedonia Missionary Baptist Church. Founded in 1895, it’s the oldest African-American church in Coconut Grove Village West.
    The West Grove district, as it’s often called, is where some Black settlers from the Bahamas put down roots in the 1870s. 
    “They’re not building single-family [houses] here anymore,” Brown said. The height of buildings is “going up,” she said. 

    Fredericka Brown (L) and Carolyn Donaldson (R) at the Macedonia Missionary Baptist Church in Coconut Grove.
    Greg Iacurci

    Carolyn Donaldson, sitting next to her, agreed. West Grove is located at the highest elevation in the broader Coconut Grove area, said Donaldson, a resident and vice chair of Grove Rights and Community Equity.  
    The area may well become “waterfront property” decades from now if rising seas swallow up surrounding lower-lying areas, Donaldson said. It’s part of a developer’s job to be “forward-thinking,” she said.
    Development has contributed to financial woes for longtime residents, she added, pointing to rising property taxes as an example.
    “All of a sudden, the house you paid for years ago and you were expecting to leave it to your family for generations, you now may or may not be able to afford it,” Donaldson said.

    Why elevation matters for developers

    Developers have been active in the City of Miami.
    The number of newly constructed apartment units in multifamily buildings has grown by 155% over the past decade, versus 44% in the broader Miami metro area and 25% in the U.S., according to Moody’s data. Data for the City of Miami counts growth in overall apartment inventory in buildings with 40 or more units. The geographical area includes aforementioned gentrifying neighborhoods and others such as the downtown area.
    While elevation isn’t generally “driving [developers’] investment thesis in Miami, it’s “definitely a consideration,” said David Arditi, a founding partner of Aria Development Group. Aria, a residential real estate developer, generally focuses on the downtown and Brickell neighborhoods of Miami and not the ones being discussed in this article.

    Greg Iacurci

    Flood risk is generally why elevation matters: Lower-lying areas at higher flood risk can negatively affect a project’s finances via higher insurance rates, which are “already exorbitant,” Arditi said. Aria analyzes flood maps published by the Federal Emergency Management Agency and aims to build in areas that have lower relative risk, for example, he said.
    “If you’re in a more favorable flood zone versus not … there’s a real sort of economic impact to it,” he said. “The insurance market has, you know, quadrupled or quintupled in the past few years, as regards the premium,” he added.
    A 2022 study by University of Miami researchers found that insurance rates — more so than the physical threat of rising seas — are the primary driver of homebuyers’ decision to move to higher ground.
    “Presently, climate gentrification in Miami is more reflective of a rational economic investment motivation in response to expensive flood insurance rather than sea-level rise itself,” the authors, Han Li and Richard J. Grant, wrote.

    Some development is likely needed to address Miami’s housing crunch, but there has to be a balance, Donaldson said.
    “We’re trying to hold on to as much [of the neighborhood’s history] as we possibly can and … leave at least a legacy and history here in the community,” she added.  
    Tearing down old homes and putting up new ones can benefit communities by making them more resilient to climate disasters, said Todd Crowl, director of the Florida International University Institute of Environment.
    However, doing so can also destroy the “cultural mosaic” of majority South American and Caribbean neighborhoods as wealthier people move in and contribute to the areas’ “homogenization,” said Crowl, a science advisor for the mayor of Miami-Dade County.
    “The social injustice part of climate is a really big deal,” said Crowl. “And it’s not something easy to wrap our heads around.”

    It’s basic supply and demand: After disasters, housing costs tend to increase.

    Andrew Rumbach
    senior fellow at the Urban Institute

    Paulette Richards has lived in Liberty City since 1977. She said she has friends whose family members are sleeping on their couches or air mattresses after being unable to afford fast-rising housing costs.
    “The rent is so high,” said Richards, a community activist who’s credited with coining the term “climate gentrification.” “They cannot afford it.”
    Richards, who founded the nonprofit Women in Leadership Miami and the Liberty City Climate & Me youth education program, said she began to notice more interest from “predatory” real estate developers in higher-elevation communities starting around 2010.
    She said she doesn’t have a problem with development in Liberty City, in and of itself. “I want [the neighborhood] to look good,” she said. “But I don’t want it to look good for someone else.”

    It’s ‘about fiscal opportunity’

    Carl Juste at his photo studio in Little Haiti.
    Greg Iacurci

    Carl Juste’s roots in Little Haiti run deep. 
    The photojournalist has lived in the neighborhood, north of downtown Miami, since the early 1970s. 
    A mural of Juste’s parents — Viter and Maria Juste, known as the father and mother of Little Haiti — welcomes passersby outside Juste’s studio off Northeast 2nd Avenue, a thoroughfare known as an area of “great social and cultural significance to the Haitian Diaspora.”
    “Anybody who comes to Little Haiti, they stop in front of that mural and take pictures,” Juste said. 

    A mural of Viter and Maria Juste in Little Haiti.
    Greg Iacurci

    A few blocks north, construction has started on the Magic City Innovation District. 
    The development is zoned for eight 25-story apartment buildings, six 20-story office towers, and a 420-room hotel, in addition to retail and public space, according to a webpage by Dragon Global, one of the Magic City investors. Among the properties is Sixty Uptown Magic City, billed as a collection of luxury residential units. 
    “Now there’s this encroachment of developers,” Juste said.
    “The only place you can go is up, because the water is coming,” he said, in reference to rising seas. Development is “about fiscal opportunity,” he said.
    Plaza Equity Partners, a real estate developer and one of the Magic City partners, did not respond to CNBC’s requests for comment. Another partner, Lune Rouge Real Estate, declined to comment.

    Magic City development site in Little Haiti.
    Greg Iacurci

    But company officials in public comments have said the development will benefit the area.
    The Magic City project “will bring more jobs, create economic prosperity and preserve the thriving culture of Little Haiti,” Neil Fairman, founder and chairman of Plaza Equity Partners, said in 2021.
    Magic City developers anticipate it will create more than 11,680 full-time jobs and infuse $188 million of extra annual spending into the local economy, for example, according to a 2018 economic impact assessment by an independent firm, Lambert Advisory. Likewise, Miami-Dade County estimated that a multimillion-dollar initiative launched in 2015 to “revitalize” part of Liberty City with new mixed-income developments would create 2,290 jobs.
    Magic City investors also invested $31 million in the Little Haiti Revitalization Trust, created and administered by the City of Miami to support community revitalization in Little Haiti.

    Affordable housing and homeownership, local small business development, local workforce participation and hiring programs, community beautification projects, and the creation and improvement of public parks are among their priorities, developers said.
    Zangrillo, the Dragon Global founder, sees such investment as going “above and beyond” to ensure Little Haiti is benefited by the development rather than gentrified. He also helped fund a $100,000 donation to build a technology innovation center at the Notre Dame d’Haiti Catholic Church, he said.
    Developers also didn’t force out residents, Zangrillo said, since they bought vacant land and abandoned warehouses to construct Magic City.
    But development has already caused unsustainable inflation for many longtime Little Haiti residents, Juste said. Often, there are other, less quantifiable ills, too, such as the destruction of a neighborhood’s feel and identity, he said. 
    “That’s what makes [gentrification] so perilous,” he said. “Exactly the very thing that brings [people] here, you’re destroying.” More

  • in

    Food delivery fees are rising, and everyone’s feeling the pinch

    Between the service fee, delivery fee and tip added up at checkout, the price of a meal on third-party delivery apps can be far higher than many consumers expect.
    Frustrations from both sides of the table have hit names like DoorDash, Grubhub and Uber Eats, which have introduced reduced-fee options for premium service users.
    Restaurant owners are often left to raise menu prices to cover service commission fees, or risk losing out on convenience-minded customers.

    A food delivery messenger is seen in Manhattan. 
    Luiz C. Ribeiro | New York Daily News | Tribune News Service | Getty Images

    Food from the restaurant of your choosing, delivered right to your door — at what cost?
    Third-party food delivery is becoming the norm for American consumers, as delivery apps like Grubhub, DoorDash and Uber Eats take hold in day-to-day dining. It’s also presenting customers and restaurants with an increasingly complicated equation of service fees, delivery costs and worker tips.

    Frustrations from both sides of the table have hit the services, which have worked to protect (or achieve) profits and prop up orders while cash-strapped Americans scrutinize the checkout screen — and order totals that often add up to more than expected.
    Compared to orders made directly through restaurant sites, consumers reported higher yearly increases in their total checks on third-party apps between 2022 and 2024, according to Technomic. Though Uber Eats, DoorDash and Grubhub each promote paid memberships to reduce fees, consumers still claim to pay more on average for third-party orders, according to the food service industry research firm.
    The rising costs come as more Americans watch their wallets during a period of persistent inflation.
    San Francisco resident Zainab Batool, who said she orders delivery from either Uber Eats or DoorDash weekly, called the added fees “insane.”
    “I feel like I remember a time when they used to not be as high, maybe four years ago, but it just seems like it keeps increasing,” Batool said.

    The share of consumers choosing third-party delivery services over direct restaurant delivery is rising, up from 15% in 2020 to 21% in 2024, according to Technomic’s 2024 Delivery & Takeout Consumer Trend Report. The research firm found that superior order tracking, access to deals and promotions, and the ability to discover new restaurants has kept app customers coming back.
    But the cost of added fees could be driving some of them away.
    Among consumers who report ordering less delivery, 41% said it was because of high delivery fees, while 48% point to inflated menu prices, according to the report. The premium that restaurants were charging for third-party delivery service menus increased between 2022 and 2023 — and has nearly doubled since 2020, according to a study by Gordon Haskett Research Advisors.
    Companies facilitating the delivery say they aim to keep fees down — at the same time they’re trying to stay afloat.
    Grubhub said in a statement it aims to keep fees as low as possible, while maintaining its business: “As the costs associated with handling deliveries — including managing logistics and paying delivery partners — have risen, we’ve adjusted our fees accordingly,” a Grubhub spokesperson said.
    The company is owned by Just Eat Takeaway, an online food ordering and delivery company based in Amsterdam, which has said it’s actively looking to sell some or all of Grubhub.
    DoorDash said it’s lowered fees for consumers over the last two years of historic inflation, at the same time seeing an all-time high of active users and an increase in order frequency last year.
    That company, which went public in 2020, has yet to post an annual profit. The delivery service reported a single quarter of profit — net income of $23 million — for the three months ended June 30, 2020, at the very beginning of Covid lockdowns in the U.S.
    Mobility giant Uber, on the other hand, earned nearly $1.9 billion last year, driven in part by major gains in its delivery business. Uber’s delivery segment, which includes Uber Eats and Uber Direct, reported adjusted EBITDA of $1.51 billion for 2023, an improvement of more than $955 million from 2022.
    A spokesperson for Uber said Uber Eats users are paying for a service that allows them to browse merchants and order efficiently with on-demand delivery.
    “The fees for orders on Uber Eats help pay delivery people and cover platform costs — like safety programs, 24/7 support, background checks, product development, and more — so that orders can arrive reliably,” the spokesperson said in a statement.

    Adding up the fees

    For diners, doing the math across platforms is getting trickier.
    On both Uber and DoorDash, order totals can vary by region because of additional fees applied to offset local laws and regulations, according to their respective websites. In California, for example, customers on Uber Eats pay a CA Driver Benefits fee, introduced to fund mandatory benefits for drivers following Prop 22, according to Uber.

    An app-based delivery worker waits outside of a restaurant that uses app deliveries on July 07, 2023 in New York City.
    Spencer Platt | Getty Images

    Even before local variances, the add-ons can be daunting.
    Uber collects a delivery fee, which varies depending on demand, location and driver availability, according to its website. DoorDash applies a similar delivery fee that it said is dependent on multiple factors. Both apps say this fee is paid directly to them to cover delivery costs, rather than the drivers or restaurants. Grubhub also includes a delivery fee on orders that increases with distance, up to a maximum price.
    All three apps also charge a separate service fee, which isn’t much simpler to calculate.
    Grubhub and DoorDash say the fee covers the cost of operating their platforms, Uber says all but 10 cents of its service fee goes directly to the delivery driver, though the driver is then expected to pay Uber an undisclosed amount for various support services.
    Both DoorDash and Uber say the fee can change based on the order subtotal.
    After all of those variations, and factoring in possible discounts or promotions, many customers won’t know the total cost of their order until they’ve selected their items and made it all the way through to checkout.
    “You see something listed as 15 bucks and then you go to checkout and it adds up to, like, 25, but you’ve already kind of in your head committed to getting that thing or you’re looking forward to it,” app user Batool said. “It adds an extra friction between backing out of ordering.”
    Both Uber and Grubhub said their fees are clearly disclosed before checkout, while DoorDash said the total applicable fees are consistently available to view in the cart.

    Weighing the economics

    For restaurants, part of the value proposition of third-party delivery services is the potential for more exposure and customers, according to Bentley University assistant professor of marketing Shelle Santana.
    More than 1 million merchants partner with Uber Eats, and over 375,000 work with Grubhub, according to the companies. DoorDash said in 2023 it had over 100,000 new merchants join its marketplace, generating nearly $50 billion in sales for the businesses. Uber Eats merchants in the U.S. and Canada brought in more than $15 billion in sales last year through the app, according to Uber.
    For restaurants to be listed on their respective marketplaces, Uber Eats and DoorDash each offer a tiered pricing structure with commission charges ranging from 15% to 30% of the order total, according to their websites. Restaurants joining Grubhub Marketplace pay a “marketing commission” between 5% and 10% of each order, as well as an order processing fee and 10% delivery fee, according to its website.

    We Deliver, Doordash, Grubhub and Uber Eats signs on restaurant door, New York City.
    Lindsey Nicholson | UCG | Universal Images Group | Getty Images

    All three platforms say restaurants can choose from a variety of pricing plans, based on the rate and level of marketing support they want, including commission-free online ordering services.
    Tony Scardino, the owner of Illinois-based Professor Pizza, said he uses multiple third-party delivery services at his two Chicago locations, including Grubhub, DoorDash and Uber Eats. He’s used the services for almost four years and said the apps’ pricing is “predatory” and “way too much.”
    But using their delivery services instead of paying for in-house delivery is worth it for a business on the smaller side, he said. It all adds up to what he called a “difficult balance.”
    “You fight with whether or not you should get on them in the first place,” Scardino said. “But, you have such an overwhelming audience of people on them that it’s hard not to.”
    The cost can in turn force restaurants to raise their menu prices.
    In a study of the menu pricing premiums for 25 popular restaurants on third-party delivery services, the average cost was 20% higher than dining in, according to Gordon Haskett Research Advisors.
    “Restaurants have sort of said, ‘We’re not footing the bill for DoorDash and Uber and Grubhub. The consumer, if they value that convenience and wants to use that service, can foot that bill,'” said Empower Delivery CEO Meredith Sandland.
    Empower Delivery aims to rival the major delivery services, connecting restaurants with a pool of delivery workers at what it claims is a lower cost for business, according to its website.
    Ann Arbor, Michigan, restaurant owner Phillis Engelbert has resisted DoorDash and other third-party delivery services since before the pandemic. She said her Detroit Street Filling Station relies on dine-in orders and a limited delivery option with a flat $7 fee.
    Even if they led to higher sales, Engelbert said she is not convinced third-party delivery apps would improve her bottom line or benefit her employees.
    “It feels like another way that corporations can come in and take a chunk out of the fruits of our labor,” Engelbert said.

    Flexing savings

    As more restaurant owners pass the delivery app costs over to consumers, the third-party services have all ramped up monthly membership options to help alleviate some of the pressure.
    All three major services offer free delivery on every order with their premium memberships — Grubhub+, DashPass and Uber One — at $9.99 a month, according to their respective websites.

    Grubhub struck a deal with Amazon for the e-commerce giant to offer Prime users in the US a one-year membership to its food delivery service. Photographer: Gabby Jones/Bloomberg via Getty Images
    Gabby Jones | Bloomberg | Getty Images

    In May, Grubhub partnered with Amazon to include Grubhub+ in the e-commerce giant’s Prime subscription. DoorDash offers a free yearlong membership for users with a DoorDash Rewards Mastercard, and Uber offers membership benefits for certain Capital One credit cardholders for a limited time.
    They also all offer incentives for students: DashPass and Uber One are half-priced, and Grubhub+ is free for students at partner universities, according to their respective websites.
    The benefit of the subscriptions is twofold: With the promise of lower all-in order costs, more customers may make it to checkout, and more often; and with a curated list of power users, the services can tailor future discounts to their most loyal customers, according to Steve Tadelis, a professor of economics at UC Berkeley.
    Though the subscriptions all eliminate delivery charges, the service fee — and any local variations — still applies. The service fee is lowered for DashPass members, according to the company.
    And if you’ve made it this far, that leaves just one cost left: a tip for the delivery driver.
    When consumers are surprised by the total price tag, tipping can be “the only lever they have left” to manage their budget, according to Empower’s Sandland.
    Batool said that she always tips, but that doesn’t mean she feels good about it given the other fees applied. She said that because she can’t be sure whether the service fee and other charges are actually going to the drivers, tipping is necessary to be sure that they’re compensated.
    “It makes me mad, because I feel like the service fees should be going towards the people who are servicing us,” she said. “But it doesn’t seem like it is.”

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