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UBER Strategy

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Analysis UBER's strategy.
1. Define the problem UBER has tried to solve. (from both supplier and consumer's points of view)
2. Transportation industry(Taxi) before UBER
3. How UBER business actually works
4. Their international strategy
5. Five forces analysis
6. Challenges and suggestions

Published in: Business
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UBER Strategy

  1. 1. 1. What is UBER?
  2. 2. Someone who needs a personal drive from any point at any time
  3. 3. Someone who wants to have a side business, or a full-time business, or a revenue generation hobby by driving people for money
  4. 4. UBER connects these two needs in simple, fast, and predictable way
  5. 5. 2. Industry before UBER
  6. 6. [Personal Transportation Industry - TAXI] License Fare Taxi supply Regulations Protective! Costly! No invest! Gov. Taxi Firm Low customer satisfaction
  7. 7. 3. How UBER works?
  8. 8. GPS RIDE 80% of Fare 20% of Fare
  9. 9. • Easy to start (no license) • Individual business (have full control) • Earn more than taxi (simple cost structure) [Incentive to join the network] Dynamic Pricing Model (stably balancing quantity of demand & supply) • Easy to use (thru smartphone app) • Reliable (arrival time & Fare) • Cheaper than taxi (simple cost structure) • Better quality (ratings & feedback)
  10. 10. Generalist Niche ValueNetwork Effects UBER X UBER Black [UBER focuses on Generalist strategy in network effects industry]
  11. 11. 4. UBER’s International Strategy
  12. 12. Global Multi Domestic UBER services are available in 50+ countries and 300+ cities around the world • Govt. regulations • Communication infrastructure • Cultural adaptation • Organizational structure • The transferability and sustainability of the technology & information systems (Navigation system, apps, telematics) • A very well positioned and easy-to- recognize brand UBER
  13. 13. 5. Five Forces Analysis
  14. 14. Threat of new entrants Threat of substitutes Suppliers’ power Buyers’ power Intensity of rivalry BARRIERS TO ENTRY: MEDIUM-HIGH Government policy UBER’s strong brand identity UBER first mover advantage RIVALRY DETERMINANTS:HIGH Large number of firms Fast market growth (industry in apps segment) Similar cost structure Low switching cost Low diversity within rivals DETERMINANTS OF BUYER POWER: HIGH Many substitute available Switching cost is cheap DETERMINANTS OF SUBSTITUTES THREAT : HIGH High buyer inclination to substitute (Strong public transportation system/taxi/car-sharing…) Price elasticity is high [DRIVER] DETERMINANTS of SUPPLIER POWER: LOW Many competitive suppliers Low bargaining power Low impact of input on cost [Others] DETERMINANTS of SUPPLIER POWER: MED Navigation or Background check companies [Porter’s five forces analysis]
  15. 15. 6. Challenges & Group Suggestions
  16. 16. [Three big challenges & Group suggestions] Regulations1 Imitators2 New Technology3 Challenges • Current law systems says UBER is illegal in most cities (No licensed drivers) • Total or partial prohibition of the services and advertising, fines, confiscations of cars and other penalties • Basically anyone with a car and a driver’s license could be a competitor • There are many companies operating in very similar ways as UBER (e.g. LYFT and Sidecar) • New disruptive technology • New business model • Driverless cars Suggestions • Establishing better and earlier relationships with government • Pushing drivers to obtain such permits by themselves • “Too big to fail” strategy • Reinforce safety system & Improve PR • Lock-in strategy through Google synergy (e.g. maps) & UBER brand synergy • Retain critical mass and achieve economy of scale • Leverage big data • Partnership/Acquisition of technology companies (Leverage Google) • Invest R&D

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