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spk09: continues to remain strong. And so all that to say that when you look at our consumer metrics in Q3, as well as now in October, consumer metrics continue to remain strong. Tony pointed to our monthly active users that have grown both year and year and quarter and quarter, order frequencies grown year and year, pace of customer acquisition continues to remain strong. And all of that basically establishes a foundation for solid growth, not just in Q4, but into 2023. And that's what you're really seeing in the results. So that's a colored ad of macro. On your question on the contribution margin, I think your specific question was why are 2022 incrementals higher than the average of 7%. 2021 was impacted by higher dasher costs due to a more expensive labor market. Today, the labor market has normalized. But in addition, we've actually made certain product improvements that have enhanced the retention of our existing fleet of dashers and also obtain incremental supply hours from each dasher. And a combination of these two things has actually led to a benefit in terms of Dasher all-in cost. That includes cost per order as well as Dasher acquisition costs. And so this benefit in Dasher costs in 2022 has led to higher incrementals this year compared to the general average. Those product improvements will continue benefiting our cost structure. And so you see the impact of that, by the way, in our Q4 EBITDA guidance. And then on your question about you know, are their markets above 7% and so on and so forth. I just want to remind everyone on what we've said historically, which is We don't operate our business to a target margin, but rather we aim to maximize total profit dollars. And the objective behind providing the incremental percentages as well as the progression and contribution profit through COVID, through COVID reopening, through Prop 22, through inflation and all these factors was really to provide proof points on our execution, and to provide visibility into our margin trajectory going forward. And so practically what that means is we will flex margins, you know, that increases total profit dollars.
spk13: Your next question comes from the line of Bernie McTiernan.
spk16: Your line is now open.
spk11: Great. Thank you for taking the question. On the non-restaurant piece and the drag on profitability, can you rank order, maybe put some percentages around the largest drags on total company profitability, whether it's grocery convenience or international, and then just thinking through maybe what needs to happen to unlock those to be profitable, whether it's scale or technology advancements?
spk03: Yeah, maybe I can start as Tony, and then I'll hand it to Prabhir on, I think, some of the numbers. You know, I think it's important to understand why we're investing in some of these categories. The goal of DoorDash was always to build the largest local commerce marketplace and the largest local commerce platform in an effort to make sure that every physical business can be successful as they move into the digital economy. And our investments into both our non-restaurants category as well as our non-U.S. operations, I think, are really bearing fruit. If you've looked at what has transpired the last couple of years, we effectively have grown a business that was largely zero in the non-restaurants category into several businesses of billions of dollars of GOV run rates with improving margin economics. The third-party convenience business is a category leader as well as at variable profit break even. As one example, for instance, the earliest business that we started outside the restaurants category. Today, we have over 75,000 partners outside of restaurants, which is more than any other platform in North America. Again, you know, from, from almost a standing start, you know, a couple of years ago. And so the way we think about investing again is, you know, similar to what Kabir said to the last question around maximizing total long-term cashflow. And, you know, as we see projects we invest according to, you know, what stage they're at. And so as long as we're seeing product market fit signals,
spk02: we'll continue to invest. And if we don't, we'll pull back.
spk14: And just to add to Tony's comments, Bernie,
spk09: Let me share a couple of data points that give us excitement and conviction around these investments. The first point, which we've made in the past, is these markets that we're attempting to expand into, whether they're new categories or international, these are large, trillion-dollar markets. And even a few points of penetration in these large markets could add massive scale to our business. Second, we're seeing very strong signs of progress, and in some cases, we've been operating in these areas for less than a couple of years. Our new verticals, our convenience and grocery business is growing over 80% year-on-year. Our U.S. third-party grocery business is growing over 100% year-on-year, and that's significantly faster than other companies that operate in this space. Our international business is growing over 50% year-on-year on a constant currency basis. And you compare that to other European food delivery players that are showing single-digit year-on-year growth rates. And so our performance is a function of the fact that we've built a product that people like and keep coming back to, i.e. better retention and growing order frequency. And so we like what we see in terms of product market fit. This is exactly the thesis that we had laid out when we made these investments with investments in both or investments in our new categories. And they're playing out just as we had originally thought they would. Now, in terms of profitability, We wouldn't do any of these things unless we believe there was a path to attractive unit economics. And as Tony alluded to earlier, we measure these things regularly to ensure that there's steady progress being made towards steady, steady economics. We're beginning to see early proof points, some of which we cited in the letter. And third party convenience, we expect to get to a variable profit break even by the end of this year. We had committed to this earlier on in the year and we're on track to deliver on that commitment. And our third-party grocery business will continue to improve margins. Q3 margins are better than Q2. And so these are exciting proof points along the way. And if you look at what we've done in the U.S. restaurant business, which we've laid out in great detail in the shareholder letter, you know, it's about repeating those playbooks in these other areas. There's no single silver bullet. It's the exact same factors around improving the efficiency of deliveries, optimizing defect rates that ultimately will help these areas get to profitability just like the U.S. business did. And so we have a long way to go, but if we continue to improve products, if we continue to get more efficient, we believe we can drive outsized growth along with margin improvement.
spk10: great thank you and thanks for all the data and the release it's really helpful your next question comes from the line of deepak mathavanan your line is now open great um thanks for taking the question uh tony a question on uh investing for the long term you know your philosophy is very clear and it makes a lot of sense but interest rates have gone up a lot in the last like three to six months clearly that's made the cost of capital for many businesses higher. But as you kind of think about internally for prioritizing projects for higher ROIs or maybe faster payback periods kind of for this new capital environment, how are you sort of approaching this in the context of your investing philosophy? And then second question, maybe for Prabir, The disclosure on U.S. restaurant contribution margin is very helpful, but maybe given that it's one of your oldest business, how should we think about the growth of it right now? There's a lot of concern that core U.S. restaurant marketplace is maturing. Maybe you can help address that at least qualitatively. That would be great. Thank you so much.
spk02: Sure. Hey, Deepak. I'll take the first one.
spk03: With respect to investing, frankly, in any environment, whether we're talking about a low interest rate environment or high interest rate environment, we're obviously taking that as one input into how we make investments. But the primary input is always going to be, are we investing appropriate to the stage of the project? I think it's just as easy to overinvest when, quote unquote, times are good, even though you're not seeing the signal that you want to see. And we've been very disciplined about that, whether it's been our entry into other countries or our foray into other categories beyond the restaurant category, our build out of the advertising business. And then on the flip side, I think sometimes you can not take enough risk, especially when you have a strong, robust, resilient business that gives you the cash flows to invest in some of these other categories. So from where I sit, certainly we're taking that into account in terms of the cost of capital and making sure they're operating with discipline, making sure that as we've grown tremendously, the company over the last couple of years that we're as efficient as we were heading into the last couple of years. And that takes a lot of discipline, but it also takes a lot of intentional focus to make sure that We're not just investing in people, but we're investing in the systems to allow us to see operating leverage into the future. And so those are the things that we're doing to make sure that we're investing with discipline. But I would still say the primary input, especially as we look into some of these investments into newer areas, whether it's overseas or into other categories or into new business areas, it's really, are we investing appropriate to the stage of the project?
spk09: And just add one more comment to that, Deepak, which is, you know, I'll go back to my comment about the size of these markets, right? These are large trillion dollar markets where money can be made. And even a small amount of penetration in these markets is a lot of GMB that can convert ultimately to free cash flow. And so if you just pencil out the math in the scale of these opportunities and, you know, the the our success with execution historically, the ROI math will will work. So, you know, these aren't what makes the math work is essentially the scale of these opportunities combined with our with our execution. On your question regarding, you know, so the U.S. business and growth, you know, pointed to a couple of things, which is it's easy to get stuck in the quarter to quarter sort of dynamic. And you've got third party data providers that sometimes provide data with very little basis. But what I will say is the following, which is our level of penetration, even in the US, remains small, whether it's a percentage of overall restaurant sales or a percentage of the population that are actually using DoorDash, we're a small portion of the overall opportunity and we continue to grow. MAUs have continued to grow, which is a good sign, even despite the fact that you've had restaurants reopening, cities reopening, people going back into the store. Despite that and through that, our business has continued to grow, whereas in other areas of e-commerce, you've actually seen the growth expectations being taken down. And what that points to is the fact that this is an enduring category. People eat more. People eat regardless of what's happening to inflationary pressures and other things. They may modulate their behavior and adjust from which restaurants they're eating at or the number of items in their basket and so on, but they still eat. And you're seeing the resilience of that habit in our numbers. And so, you know, the opportunities we look forward in order to continue increasing the size of the scale of the business is for us to make progress on the fundamentals, which is selection, quality and affordability. We talked about new categories. Part of the reason we're bringing on new categories is because it's a new use case for those people that perhaps don't want to use DoorDash for restaurants. they can now use it to get their flowers or get their convenience items or get their grocery items or get their liquor delivered. And so a growing number of our new customers now are actually coming to DoorDash to try these new categories. And this is going to unlock the next leg of growth as we continue increasing our penetration of the U.S. population. So hopefully that provides some perspective on how I think about growth on a go-forward basis.
spk15: No, very helpful. Thank you so much.
spk13: Your next question comes from the line of Eric Sheridan.
spk01: Thank you so much for taking the question, maybe two if I can. First, maybe taking a step back and a bigger picture question, you know, understood the change consumer behavior you're seeing in the long runway on penetration. What impact has lower competitive intensity played in the industry over the last six to eight months, and how do you think that potentially informs elements of some of the more mature markets, seeing only two or three players in some instances going after some of the market opportunities where it was just a couple of quarters ago that there was a lot of private capital in the sector looking at all different aspects of delivery. And some of that has been more rationalized over the last couple of quarters. That'd be number one. And then in markets where you're more of a challenger brand than a market leader, as a result of some of the markets you acquired through the Walt acquisition. Can you help us better understand how you see moving the needle from where your market share position is today to more of a market-leading position in the next couple of years? What are some of the levers you're most focused on executing against? Thanks.
spk03: Yeah, maybe I can start, Eric, and I'll let Praveer chime in here. You know, I think the answer to both of those questions is that it's a very competitive industry out there, and I'm not sure that there's ever been a quote-unquote letdown in terms of competitive intensity. And that's because, at least from where I sit, I believe the highest form of competition is always growing, and that's really consumer expectations. You know, I think to me, whether we are the market leader or where we are not yet the market leader, it's really about an investment in product quality. Consumers are always going to expect more selection of stores they can order from, greater affordability, better quality of service, and superior customer support. And to me, that really, at the end of the day, is what's going to rate limit our ability to penetrate the large runways that both Kabir and I have discussed, whether it's the restaurant industry, the grocery industry, the retail categories, And that's really what we see. But I wouldn't say that there's been lower competitive intensity in one form or another. I still think that the biggest challenge is making sure that we can get consumers to actually try the product. I also would say that with respect to maybe the premise in the second question, I think there's a common myth out there that Volt is not a market leader in the majority of its markets when it actually is. I do think that some of this might just be where there's some unreliable third party reporting. But what I would say is both the instruction I give to our U.S. teams or our teams overseas, it's making sure that we continue making sure to invest in the product quality so that we see gains in our retention and order frequency and which only leads us to compound that advantage over time, whether that's as the market leader or whether that's as someone just entering the market.
spk09: Yeah, and just add one data point to that, Eric. I mean, if you just look at Roll's performance, we're super proud of the team and what they've built. In Q3, they grew 60% year-on-year in Euro terms. Now, I can't think of an example of another European food delivery company that's going at those rates. And from what I've seen, they're going single digits year on year. So it's hard to sit here and say that Bolt's not gaining shares given the disparity in growth rates versus relying on third party data and issues with their approaches and so on. So I rely on the absolute growth rate, which is, in my mind, a pretty reliable proof point around the fact that the whole team has created a product and experience that has high retention, enables growing order frequency, and that's what's allowed them to produce the growth rates that they're posting.
spk15: Great. Thanks for the color.
spk13: Your next question comes from the line of James Lee.
spk16: Your line is now open.
spk05: Ray, thanks for the questions. Two here, please. First off, DashPass, I was wondering, is there any flexibility or room to increase your fees given your expanded offering and value proposition to customers? And also on DashMart, can you guys talk about the pace of investments in there in terms of new stores and geographic expansion, any changes in consumer behavior or unit economics to help you to kind of affirm your long-term thinking there. Thanks.
spk09: Thanks for the question, James. I'll take the first one, and then Tony can talk for the second. You know, just as a general philosophy, we're trying to improve selection quality and affordability. And particularly in the third dimension, affordability means, to us, means reducing friction that's caused by consumer fees, whether it's through DashPass or the non-DashPass product. It's trying to reduce fees or commissions on merchants and increase Dasher earnings. So, you know, in our case, we don't need to increase Dasher, you know, Dash Plus rates as a way of making the unit economics work, because even at their current rates, dashpass unit economics work fine even without taking it on the subscription fee so you know i view an increase in subscription fee at dash bus as being something that would actually slow down the pace of dash bus adoption uh which we've been very happy with so far it continues to remain you know the largest paid membership program in the food category we hit record highs in terms of our dashboard subscribers and the pace of growth in this program is frankly been consistent despite some of the partnerships that other competitors may have entered into or despite the bundled offerings that other competitors may be providing. I mean, despite all of those things, we're seeing dashboards grow. So, you know, we like the way it's set up. We like the way it's positioned as for growth. And at least right now, there's no intent to change anything in terms of the fee structure.
spk03: Yeah, James, and if I could, I'll just add a bit to this before heading into the Dashmark question, which is I think one of the things I'm most proud of the team for accomplishing is that in the last two and a half years, even though we stated in the shareholder letter all of the growth that we've seen both top and bottom line in our business, what I'm really proud of is that in achieving all of that for the platform, we've been able to increase earnings for Dashers, increase sales for merchants, and reduce fees on a continued basis over the last two and a half years for consumers. And DashPass certainly has been a big part of that on the consumer front. But we've really done this while improving the offerings for each of the audiences that we're lucky to serve. On the Dashmark question, I think it's important to start with what we're doing and why we're doing it. With Dash Marts, one of the things that we've been studying very closely is why do certain industries get penetrated or why do they move from offline to online? Obviously, the restaurant delivery industry, even though, again, it has a large runway for growth, it has reached a certain level of penetration that you know, something, say, grocery delivery or retail delivery or delivery from other types of stores has only reached a fraction of. And one of the things that we've, you know, seen so far is that the setup for third-party delivery in a lot of these non-restaurant categories isn't really optimized for delivery. It's, you know, really optimized for going inside the store, for browsing. As a result, you know, some of these stores don't even know exactly what's on the shelf. And as a result, what you see in sometimes third party delivery is a product that is more expensive than what someone would pay inside the store. They don't always get exactly what they want when they actually buy it. And it doesn't always show up faster than a consumer can shop on their own. And as a result, you haven't seen that penetration. And so our belief is in addition to working with all of these fantastic partners who were really, really privileged to work with, whether it's Sprouts Farmers Markets or Giant Eagle or Loblaws or in retail categories, people like Dick's Sporting Goods or Sephora, is that we want to start by working with them to really understand how can we bring incremental demand right out of the gate. But we also want to invent the future of the industry. And we believe the future in the industry has to offer a product that is going to give customers exactly what they expect when they order at around the same prices of what they pay in store and certainly with greater convenience than they could do it on their own. And so Dashmart is really a part of that. And we're doing that in concert with all of these partners that we've been lucky to team up with. And we're doing that here in the United States. We're doing that overseas. And that's really what Dashmart is. It's going to be a very important infrastructural component for the future. Now, that said, just like with all investments at DoorDash, it's not just about the long-term strategy of how can we maximize long-term profit dollars. It's about how can we also invest with discipline according to the stage of the project. And so, That's that's what we're doing with dash marks, too. It's not just what we're doing with the third party business. We're doing that with dash marks as well, making sure that we can achieve product market fit. Once we see that, we continue investing. And if we keep, you know, you know, seeing that grow, we will continue to make those investments. And so far, we like what we see. But, you know, there's a there's a long road ahead. Right. We've just started the dashboard business really a couple of years ago. So we're learning very, very quickly and we have to keep improving our product quality.
spk15: All right, thank you.
spk13: Your next question comes from line of Yusuf Squally.
spk16: Your line is now open.
spk12: Great, thank you very much. Two questions, please. First, maybe just looking at the P&L, your market efficiency has gone up tremendously. I think in the last year, I think your sales and marketing as percentage revenue dropped by something like 1,000 basis points. So it's down not only on percentage basis, but even on absolute basis. I was wondering if you can kind of unpack that a little bit for us in terms of where is the efficiency coming from? Is it better ad rates? Is it, you know, maybe less spend on a U.S. restaurant category where you obviously dominate? Maybe just, you know, kind of help us understand the drivers of that and is that the primary driver for the higher EBITDA expectation for Q4? And second, on the world – Maybe just help us understand the acceleration in GOVs there. I think in the letter you talked about customer acquisition at an all-time high, which is really impressive, just all things considered. So maybe just help us understand, again, the sustainability of that as we go forward, and maybe specific countries where you're seeing such a huge performance. Thank you.
spk09: Hey Yusuf, maybe I'll take both of those questions and Tony chairman, if you have anything else to add. So first on the marketing efficiency point, I just want to go back to some of the comments that we had shared when we went public back at the S1, which is, you know, once you've acquired a cohort and the cohort sort of gets into its second, third, fourth year of life. the marketing spend associated with that cohort declines and declines materially, right? Because there is no quote unquote marketing maintenance spend that's required. And so what that means is as our business gets larger and our base of existing consumers gets larger, that provides leverage in sales and marketing. Now, more specifically, if you were to tear apart the sales and marketing line and look at CAC versus Dasher acquisition costs versus marketing acquisition, merchant acquisition costs, there is leverage on CAC, but particularly in 22 compared to 21, there's been a lot of leverage in terms of our Dasher acquisition costs, and that's been driven by product improvements that were made. We're making it easier to Dash. Dashers are putting more hours into our platform. um the retention of our fleet has gone up and as a result that means we need to acquire fewer dashers uh to perform um to actually to to fulfill the deliveries that are happening on our platform and so that's provided leverage in addition to the point i made about an increase in the existing base of consumers so that's the response to your marketing efficiency question when i uh on the vault question It comes down to a couple of factors. I mean, Volt operates in markets that have 300 million people, right? And these markets have low levels of penetration. In fact, even in the oldest markets, Volt adoption levels are less than 10%. So there's a lot of room for growth just to expand customer acquisition in the markets in which they operate, as well as expand to new cities in those countries in which they operate. So that coupled with the fact that the retention in the Volt app is super high and order frequency continues to increase, this is the macro point that people like eating, people like the convenience of food delivery, and therefore they only end up increasing their utilization of the product. The combination of these two things has helped them drive the results that you're seeing.
spk15: Super helpful. Thank you.
spk13: Your next question comes from the line of Doug and Moose.
spk16: Your line is now open.
spk06: Thanks for taking the questions. I just want to ask if you have any update to your commentary from last quarter, just suggesting a modest increase in 23 EBITDA. And then secondly, two things that come up a lot with investors are, higher insurance costs, and then also the regulatory environment, just given the DOL ruling and Prop 22 status, kind of still outstanding. So I hope you could comment on those. Thanks.
spk09: Sure. Maybe I'll start, and Tony, you can chime in wherever you want. So on the EBITDA point, so I think we said in our letter, we expect that the U.S. restaurant business will continue to grow in 2023 and will increase its contribution profit both in dollar and margin terms. Right. Historically, what's happened is we've taken the majority of those profits and we've reinvested them in these investment areas. We're at a point where these investment areas are getting exhibiting margin improvement. And so the investment dollars don't perfectly offset the increase in the contribution profits in the restaurant business. And that's going to create some flow-through impact to EBITDA. So the combination of these two things, which is increasing restaurant profits coupled with margin improvement in the investment areas, will help us increase annual EBITDA both in dollar and margin terms in 2023. The only caveat I'll make is we continue to remain in investment mode. And so I'll change this approach if we identify attractive growth opportunities. But today, at current trajectory and current portion speed, we expect to increase annual EBITDA. On your question on insurance, You know, actually, when you look at our insurance costs in Q3 versus Q2, as a percentage of our GOV, our insurance costs were flat. So, you know, good progress in Q3. I won't declare it a win as yet. We've got to watch this closely, but there's been no increase, at least as a percentage, in Q3 relative to Q2.
spk03: Yeah, Doug, and, you know, on the question regarding regulatory and what we're seeing, you know, we're largely seeing pretty much... exactly what we would expect. I think just to make sure we're on the same fact basis, with respect to, say, the DOL announcement that was made recently, it doesn't change our business model or reclassify drivers. In many ways, it just is an affirmation of President Obama's administration's determination that there are independent contractor workers out there and that more broadly, they're largely quite supportive of this line of work. And so what we've seen is outside of a handful of cities, and it's been the same count of cities that have, I would say, frankly, perhaps abused their power and are trying to over-regulate the industry. By and large, I think lawmakers, regulators, anyone in policy that we've spoken to has been very productive in terms of you know, making sure that we can serve dashers together. I mean, again, let's remind everyone that what dashers want, you know, in terms of their activity, the average dasher, and we're talking about 3 million dashers, you know, every quarter, dashers are working fewer than four hours a week on average. 90% of dashers work fewer than 10 hours a week. This is in the United States. And so what they're saying with their feed is the number one thing they value about the DoorDash platform is really the flexibility that it offers. And then when you look at what they say, I mean, look at, take Proposition 22 as an example, you know, Dashers preferred, you know, 87% of Dashers preferred staying as independent contractors. The vast majority of voters in California supported Proposition 22. And so I'm optimistic that regulators and policymakers will take this into account and actually reflect what Dashers want, which is that they'd like to see labor laws catch up candidly to the modern day realities of what the future of work really is, which is people ought to be able to control where they work when they work. And that's really what we see. We don't really expect, you know, any new changes versus what we've said before.
spk09: And Doug, just to add to Tony's comments there, you know, obviously, in some cases, this regulation introduces new costs into the system. And our goal in such situations is to try to execute as efficiently as we can and try to optimize away that cost. But in some situations, the cost might be onerous and cannot be entirely optimized away. And so we have a right and an expectation to be able to generate a profit in the markets we operate in. And if those costs are overly onerous, we will act to protect our EBITDA guidance.
spk15: And so I want to make sure that that's clear. Thank you.
spk13: Your next question comes from the line of Brian Nowak. Your line is now open.
spk15: Great. Thanks for taking my question.
spk07: I have one for Tony just on business philosophy and sort of risk management through different macro scenarios. You know, the business is holding on great so far. But if we sort of walk into a scenario where in 23 you potentially have a weaker consumer in the U.S. or Europe and maybe your more cash flow generative U.S. business decelerates or has some impact from macro, can you just sort of put us in that world and talk to us about sort of your investment philosophy in both your more developed businesses as well as the earlier more developing products just to ensure your best position to drive these industries post-recovery? while also doing the best you can to sort of maintain and improve employee morale, which in part probably matters around the stock.
spk02: Hey, Brian.
spk03: Yeah, I mean, I think the investment philosophy has been largely consistent with what we've done. And, I mean, I think even when I think about the last 10 quarters, you know, basically from when we've become public to where we are now, what we outlined in the S-1 is, you know, we've kind of just continued marching towards that drumbeat of, you know, telling the narrative of how we want to, you know, be the local commerce company, both building the largest local commerce marketplace, the largest local commerce platform, and how we're making investments in towards doing that. I mean, I think it's important to take note of, you know, what has happened in the last two and a half years. I mean, we went from a one, you know, business line company into now five businesses with investments into operations overseas outside of the restaurants category, an ads business, a platform business with products like DoorDash Drive and Storefront. And so when I think about what we are today, the biggest thing that I've been thinking a lot about is how do we actually make sure we continue to stay disciplined about investing commensurate to the stage of those projects. Now, obviously, there's a lot of macro headwinds, as you mentioned, that have changed in the past year. But for me, all that suggests is just it's going to put pressure on our execution. But obviously, if it puts pressure on the consumer, which is, I think, the point that you're going towards, and we're not seeing signal in some of these investment areas, then we certainly would pull back and invest accordingly. And so for me, it's really, again, about keeping that discipline, even though we've gone from one business now to five businesses. And just to also put things in perspective, just for everyone on the line, a lot of the investment dollars are going into our non-US and our non-restaurants category businesses. And the size of those investments now have built a business that's larger than all of DoorDash just a few years ago. And so We certainly like what we see, but obviously if we're seeing behavior come down because of macro pressures, we will invest accordingly.
spk09: And just to add to Tony's comments, Brian, I mean, remember our core U.S. restaurant business is growing and generates significant cash flow, right? And historically, we've invested the vast majority of this to grow, scale in these other areas and turn into new categories internationally. These investments are discretionary, and that means that if for one reason or another we're better served by pulling back on the investment because we're not seeing the right signal in terms of consumer demand, because we're not seeing the right improvement in terms of unit economics or whatever, we can alter the pace of the investment. So far, we've been pretty disciplined with capital allocation. You can see that in the results in terms of the U.S.
spk14: restaurant business, and the plan is to continue being equally disciplined going forward.
spk02: Great. Thank you both.
spk16: Your final question comes from the line of Mark Mahaney. And your line is now open.
spk08: Okay, thanks. Two questions, please. I know somebody already asked you about macro impact on the demand side. Anything you'd call out on the supply side? Anything about the need for extra side hustle that's maybe led you to bring in more dashers? And then secondly, Prabir, your comments about 23, you know, we always parse your words very carefully. That last quarter you had said increase annual EBITDA by a modest amount. And this time, when finishing your answer to the question, just said you would increase annual EBITDA, but you didn't use the modest word. Is there anything to read into that? Sorry to ask you such a precise question, but just want to make sure we're not missing any nuances. Thank you.
spk09: Yeah, maybe I'll take both. So, Mark, on the dash of supply question, this is the point I made earlier. So through today's conversation around the labor market being more normalized this year than it was last year. And so that's having an impact on obviously to some degree advertising rates, but also in terms of supply that's available to become dashers. And that's That benefit has been turbocharged by product improvements that have now improved the retention of the fleet and is actually generating incremental supply hours from existing dashers. And so both of those things means you don't need to acquire as many new dashers. The labor environment, so long story short, the labor environment has resulted in all-in Dasher costs being better today. And because of the product improvement that we've made, we expect that to continue benefiting our cost structure in Q4 as well as 2023, provided there's no shocks to the labor environment. On the question around 2023, I'd urge you not to over extrapolate on a word or two. Really, we're not providing quantitative guidance, but what I am trying to share with you is when you think about the underlying dynamics of the business, the reason you didn't see a lot of EBITDA expansion going from 21 into 22 was because the pickup in terms of contribution profit from the US restaurant business was largely soaked up by the investments. We're at a point right now where the investments are are getting better from a margin perspective, while the U.S. business continues to grow and therefore throws off more dollars and has continuing improvements in the margins. And it's not a perfect offset anymore. It used to be, not anymore. And that's going to generate incremental EBITDA both in dollar terms and in margin terms. We'll come back to you with specific guidance on 2023 in Q4, which is in line with our normal cadence.
spk15: Okay. Thank you, Prabir.
spk13: There are no further questions at this time. Mr. Andy Hargraves, I now turn the call back over to you.
spk04: Great. Thank you, everybody, for joining us today. We appreciate both your time today and the support and look forward to talking with many of you soon. Have a good evening.
spk16: This does conclude today's conference call. You may now disconnect.
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