Lifestyle
With More Competitors, Food Delivery in Japan Encounters a Prominent Market

In June, the biggest food delivery platform in the United States, DoorDash announced to enter Japan market, representing the first step for the company to provide services in Asian market and its third outside its home country, after Australia and Canada.
The move into Japan would allow it to tap into “one of the most restaurant-dense countries in the world,”DoorDash choose its special strategy, to start from Sendai, a city northeast of Tokyo, to order from hundreds of local restaurants and international chains including KFC, Pizza Hut and Gusto.
The Japanese restaurants culture means people tend to eat in the restaurant after their work as a social method, not to order online. However, by the influence of pandemic and the change of social structure, food delivery companies see an opportunity in the growing population of retirees and dual-income families.
At present, Japan market has some mature food delivery companies. Uber Eats launched in the country in 2016, followed in 2020 by Delivery Hero and China’s Didi Chuxing. Tokyo-headquartered Demae-can has partnered with almost 60,000 merchants and has 5.82m active users. It also offers a wider range of services, such as mail order and dry cleaning.
There is also a special food delivery company HungryPanda. Entered in 2021, HungryPanda is a food delivery company, specifically targeted overseas Chinese, to provide authentic Chinese food and grocery delivery service. The company is also the only company to offer Chinese interface. Now the company operates in Tokyo and Osaka.
As the huge potential market in Japan, companies is seeking for their specialties to attract more customers. With the more and more entrants, the competition will be fierce and the market will keep growing.
Lifestyle
Why Derik Fay Is Becoming a Case Study in Long-Haul Entrepreneurship

Entrepreneurship today is often framed in extremes — overnight exits or public flameouts. But a small cohort of operators is being studied for something far less viral: consistency. Among them, Derik Fay has quietly surfaced as a long-term figure whose name appears frequently across sectors, interviews, and editorial mentions — yet whose personal visibility remains relatively limited.
Fay’s career spans more than 20 years and includes work in private investment, business operations, and emerging entertainment ventures. Though many of his companies are not household names, the volume and duration of his activity have made him a subject of interest among business media outlets and founders who study entrepreneurial longevity over fame.
He was born in Westerly, Rhode Island, in 1978, and while much of his early career remains undocumented publicly, recent profiles including recurring features in Forbes — have chronicled his current portfolio and leadership methods. These accounts often emphasize his pattern of working behind the scenes, embedding within businesses rather than leading from a distance. His style is often described by peers as “operational first, media last.”
Fay has also become recognizable for his consistency in leadership approach: focus on internal systems, low public profile, and long-term strategy over short-term visibility. At 46 years old, his posture in business remains one of longevity rather than disruption a contrast to many of the more heavily publicized entrepreneurs of the post-2010 era.
While Fay has never publicly confirmed his net worth, independent analysis based on documented real estate holdings, corporate exits, and investment activity suggests a conservative floor of $100 million, with several credible indicators placing the figure at well over $250 million. The exact number may remain private but the scale is increasingly difficult to overlook.
He is also involved in creative sectors, including film and media, and maintains a presence on social platforms, though not at the scale or tone of many personal-brand-driven CEOs. He lives with his long-term partner, Shandra Phillips, and is the father of two daughters — both occasionally referenced in interviews, though rarely centered.
While not an outspoken figure, Fay’s work continues to gain media attention. The reason may lie in the contrast he presents: in a climate of rapid rises and equally rapid burnout, his profile reflects something less dramatic but increasingly valuable — steadiness.
There are no viral speeches. No Twitter threads drawing blueprints. Just a track record that’s building its own momentum over time.
Whether that style becomes the norm for the next wave of founders is unknown. But it does offer something more enduring than buzz: a model of entrepreneurship where attention isn’t the currency — results are.
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