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UBER: The Network Orchestrator, Understanding The Evolution Of A Revolution

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UBER business model evolution is a wonderful and inspiring case of a company achieving disruptive growth in an unpredictable business environment. The case is focussed on understanding UBER’s business model evolution, since the conception of the idea in late 2008 until January 2016. Using Blue Ocean Strategy tools and the latest in business model analysis tools, the case discusses full on the development of the UBER business model using visual storytelling.
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Published in: Business

UBER: The Network Orchestrator, Understanding The Evolution Of A Revolution

  1. 1. Jan 2016. All copyrights respected. UberTHE NETWORK ORCHESTRATORUnderstanding The Evolution of A Revolution. haniwnaguib.com
  2. 2. copyrights for all graphics, materials, cases and examples used into this presentation are respected.The materials are used for teaching and training purposes only. Prepared by: Hani W.Naguib, MBA. haniw.naguib@gmail.com www.haniwnaguib.com @haniwnaguib JOIN THE CONVERSATION, LIKE THE CASE AND SHARE YOUR COMMENTS BELOW…
  3. 3. WHAT IS A NETWORK ORCHESTRATOR?
  4. 4. COMPANIES THAT CREATE A NETWORK OF PEERS IN WHICH THE PARTICIPANTS INTERACT AND SHARE IN THE VALUE CREATION.
  5. 5. USERS MAY SELL PRODUCTS OR SERVICES, BUILD RELATIONSHIPS, SHARE ADVICE, GIVE REVIEWS, COLLABORATE, CO-CREATE AND MORE.
  6. 6. EXAMPLES INCLUDE: EBAY, VISA, TRIPADVISOR, ALIBABA…
  7. 7. AND UBER
  8. 8. ORIGINAL IDEA REVOLVED A R O U N D A D R I V E R , A MERCEDES S CLASS, A PARKING SPOT IN A GARAGE AND AN IPHONE APP. 2008-2009
  9. 9. UBERCAB APP. GOES LIVE FOR THE FIRST TIME. UBER RECEIVES ITS FIRST $1.25 MILLION ANGEL FINANCING. 2010
  10. 10. & UBERCAB WAS BORN…
  11. 11. LETS UNDERSTAND THE BUSINESS MODEL OF UBERCAB…
  12. 12. Hani W. Naguib Jan. 2016 1.0
  13. 13. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 1.0
  14. 14. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 1.0 HASSLE FREE LIMOUSINE SERVICE
  15. 15. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 1.0 HASSLE FREE LIMOUSINE SERVICE USAGE FEES
  16. 16. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 1.0 HASSLE FREE LIMOUSINE SERVICE USAGE FEES SOCIAL MEDIA
  17. 17. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 1.0 HASSLE FREE LIMOUSINE SERVICE USAGE FEES SOCIAL MEDIAAPP./SMS/ DESKTOP
  18. 18. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 1.0 HASSLE FREE LIMOUSINE SERVICE USAGE FEES SOCIAL MEDIA CALL CENTER APP./SMS/ DESKTOP
  19. 19. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 1.0 HASSLE FREE LIMOUSINE SERVICE HIGH AVAILABILITY OF CARS USAGE FEES SOCIAL MEDIA CALL CENTER APP./SMS/ DESKTOP
  20. 20. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 BLACK CAR SERVICE COMPANIES 1.0 HASSLE FREE LIMOUSINE SERVICE HIGH AVAILABILITY OF CARS USAGE FEES SOCIAL MEDIA CALL CENTER APP./SMS/ DESKTOP
  21. 21. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 BLACK CAR SERVICE COMPANIES 1.0 HASSLE FREE LIMOUSINE SERVICE HIGH AVAILABILITY OF CARS USAGE FEES SOCIAL MEDIA CALL CENTER APP./SMS/ DESKTOP WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS
  22. 22. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 BLACK CAR SERVICE COMPANIES 1.0 HASSLE FREE LIMOUSINE SERVICE HIGH AVAILABILITY OF CARS USAGE FEES SOCIAL MEDIA CALL CENTER APP./SMS/ DESKTOP WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS $0,—
  23. 23. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 BLACK CAR SERVICE COMPANIES 1.0 HASSLE FREE LIMOUSINE SERVICE HIGH AVAILABILITY OF CARS USAGE FEES SOCIAL MEDIA CALL CENTER APP./SMS/ DESKTOP WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS $0,— SMS/ DESKTOP
  24. 24. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 BLACK CAR SERVICE COMPANIES 1.0 HASSLE FREE LIMOUSINE SERVICE HIGH AVAILABILITY OF CARS USAGE FEES SOCIAL MEDIA CALL CENTER APP./SMS/ DESKTOP CALL CENTER WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS $0,— SMS/ DESKTOP
  25. 25. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 BLACK CAR SERVICE COMPANIES 1.0 HASSLE FREE LIMOUSINE SERVICE HIGH AVAILABILITY OF CARS USAGE FEES SOCIAL MEDIA CALL CENTER APP./SMS/ DESKTOP HIGH FREQUENCY OF CUSTOMER REQUESTS CALL CENTER WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS $0,— SMS/ DESKTOP
  26. 26. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 BLACK CAR SERVICE COMPANIES 1.0 HASSLE FREE LIMOUSINE SERVICE HIGH AVAILABILITY OF CARS MARKETING & PR USAGE FEES SOCIAL MEDIA CALL CENTER APP./SMS/ DESKTOP HIGH FREQUENCY OF CUSTOMER REQUESTS CALL CENTER WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS $0,— SMS/ DESKTOP
  27. 27. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 BLACK CAR SERVICE COMPANIES 1.0 HASSLE FREE LIMOUSINE SERVICE HIGH AVAILABILITY OF CARS MARKETING & PR USAGE FEES EXCEPTIONAL CUSTOMER SERVICE SOCIAL MEDIA CALL CENTER APP./SMS/ DESKTOP HIGH FREQUENCY OF CUSTOMER REQUESTS CALL CENTER WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS $0,— SMS/ DESKTOP
  28. 28. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 BLACK CAR SERVICE COMPANIES 1.0 HASSLE FREE LIMOUSINE SERVICE HIGH AVAILABILITY OF CARS MARKETING & PR USAGE FEES EXCEPTIONAL CUSTOMER SERVICE SOCIAL MEDIA CALL CENTER APP./SMS/ DESKTOP HIGH FREQUENCY OF CUSTOMER REQUESTS CALL CENTER WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS $0,— SMS/ DESKTOPAPP.
  29. 29. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 BLACK CAR SERVICE COMPANIES 1.0 HASSLE FREE LIMOUSINE SERVICE HIGH AVAILABILITY OF CARS MARKETING & PR USAGE FEES EXCEPTIONAL CUSTOMER SERVICE BLACK CAR SERVICE COMPANIES SOCIAL MEDIA CALL CENTER APP./SMS/ DESKTOP HIGH FREQUENCY OF CUSTOMER REQUESTS CALL CENTER WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS $0,— SMS/ DESKTOPAPP.
  30. 30. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 BLACK CAR SERVICE COMPANIES 1.0 HASSLE FREE LIMOUSINE SERVICE HIGH AVAILABILITY OF CARS MARKETING & PR USAGE FEES EXCEPTIONAL CUSTOMER SERVICE BLACK CAR SERVICE COMPANIES SOCIAL MEDIA CALL CENTER APP./SMS/ DESKTOP HIGH FREQUENCY OF CUSTOMER REQUESTS CALL CENTER WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS $0,— SMS/ DESKTOPAPP. APP. DEVELOPER
  31. 31. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 BLACK CAR SERVICE COMPANIES 1.0 HASSLE FREE LIMOUSINE SERVICE HIGH AVAILABILITY OF CARS MARKETING & PR USAGE FEES MARKETING & PR EXCEPTIONAL CUSTOMER SERVICE BLACK CAR SERVICE COMPANIES SOCIAL MEDIA CALL CENTER APP./SMS/ DESKTOP HIGH FREQUENCY OF CUSTOMER REQUESTS CALL CENTER WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS $0,— SMS/ DESKTOPAPP. APP. DEVELOPER
  32. 32. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 BLACK CAR SERVICE COMPANIES 1.0 HASSLE FREE LIMOUSINE SERVICE HIGH AVAILABILITY OF CARS MARKETING & PR USAGE FEES MARKETING & PR EXCEPTIONAL CUSTOMER SERVICE CUSTOMER SERVICE BLACK CAR SERVICE COMPANIES SOCIAL MEDIA CALL CENTER APP./SMS/ DESKTOP HIGH FREQUENCY OF CUSTOMER REQUESTS CALL CENTER WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS $0,— SMS/ DESKTOPAPP. APP. DEVELOPER
  33. 33. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 BLACK CAR SERVICE COMPANIES 1.0 HASSLE FREE LIMOUSINE SERVICE HIGH AVAILABILITY OF CARS MARKETING & PR USAGE FEES MARKETING & PR EXCEPTIONAL CUSTOMER SERVICE CUSTOMER SERVICE BLACK CAR SERVICE COMPANIES SOCIAL MEDIA CALL CENTER APP./SMS/ DESKTOP HIGH FREQUENCY OF CUSTOMER REQUESTS CONTRACTS & TRAININGS CALL CENTER WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS $0,— SMS/ DESKTOPAPP. APP. DEVELOPER
  34. 34. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 BLACK CAR SERVICE COMPANIES 1.0 HASSLE FREE LIMOUSINE SERVICE HIGH AVAILABILITY OF CARS MARKETING & PR USAGE FEES MARKETING & PR EXCEPTIONAL CUSTOMER SERVICE CUSTOMER SERVICE BLACK CAR SERVICE COMPANIES SOCIAL MEDIA CALL CENTER APP./SMS/ DESKTOP HIGH FREQUENCY OF CUSTOMER REQUESTS CONTRACTS & TRAININGS CALL CENTER WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS $0,— EXCELLENT ACCOUNT PAYABLES MANAGEMENT SMS/ DESKTOPAPP. APP. DEVELOPER
  35. 35. BUSINESS / LUXURY RIDERS Hani W. Naguib Jan. 2016 BLACK CAR SERVICE COMPANIES 1.0 HASSLE FREE LIMOUSINE SERVICE HIGH AVAILABILITY OF CARS MARKETING & PR USAGE FEES MARKETING & PR EXCEPTIONAL CUSTOMER SERVICE CUSTOMER SERVICE BLACK CAR SERVICE COMPANIES SOCIAL MEDIA CALL CENTER APP./SMS/ DESKTOP PAYMENTS TO BLACK CAR SERVICE COMPANIES HIGH FREQUENCY OF CUSTOMER REQUESTS CONTRACTS & TRAININGS CALL CENTER WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS $0,— EXCELLENT ACCOUNT PAYABLES MANAGEMENT SMS/ DESKTOPAPP. APP. DEVELOPER
  36. 36. Hani W. Naguib Jan. 2016 1.0
  37. 37. HIGH VALUE Hani W. Naguib Jan. 2016 1.0
  38. 38. HIGH VALUE Hani W. Naguib Jan. 2016 1.0 BUSINESS / LUXURY RIDERS BLACK CAR SERVICE COMPANIES
  39. 39. HIGH VALUE Hani W. Naguib Jan. 2016 1.0 BUSINESS / LUXURY RIDERS BLACK CAR SERVICE COMPANIES HASSLE FREE LIMOUSINE SERVICE WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS
  40. 40. HIGH VALUE HIGH EFFICIENCY Hani W. Naguib Jan. 2016 1.0 BUSINESS / LUXURY RIDERS BLACK CAR SERVICE COMPANIES HASSLE FREE LIMOUSINE SERVICE WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS
  41. 41. HIGH VALUE HIGH EFFICIENCY Hani W. Naguib Jan. 2016 1.0 BUSINESS / LUXURY RIDERS BLACK CAR SERVICE COMPANIES HASSLE FREE LIMOUSINE SERVICE WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS CAR FLEET
  42. 42. HIGH VALUE HIGH EFFICIENCY Hani W. Naguib Jan. 2016 1.0 BUSINESS / LUXURY RIDERS BLACK CAR SERVICE COMPANIES HASSLE FREE LIMOUSINE SERVICE WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS CAR FLEET x
  43. 43. HIGH VALUE HIGH EFFICIENCY Hani W. Naguib Jan. 2016 1.0 BUSINESS / LUXURY RIDERS BLACK CAR SERVICE COMPANIES HASSLE FREE LIMOUSINE SERVICE WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS CAR FLEET xDRIVERS
  44. 44. HIGH VALUE HIGH EFFICIENCY Hani W. Naguib Jan. 2016 1.0 BUSINESS / LUXURY RIDERS BLACK CAR SERVICE COMPANIES HASSLE FREE LIMOUSINE SERVICE WIDER EXPOSURE OF UNUSED CAR INVENTORY TO RIDERS CAR FLEET xDRIVERS x
  45. 45. ELIMINATE - CREATE + RAISE REDUCE
  46. 46. ELIMINATE - CREATE + FLEET OWNERSHIP RAISE REDUCE
  47. 47. ELIMINATE - CREATE + FLEET OWNERSHIP HIRING DRIVERS (INCLUDING ALL RELATED COSTS) RAISE REDUCE
  48. 48. ELIMINATE - CREATE + FLEET OWNERSHIP HIRING DRIVERS (INCLUDING ALL RELATED COSTS) TRANSPORTATION HASSLE RAISE REDUCE
  49. 49. ELIMINATE - CREATE + FLEET OWNERSHIP HIRING DRIVERS (INCLUDING ALL RELATED COSTS) TRANSPORTATION HASSLE TECHNOLOGY INFRASTRUCTURE RAISE REDUCE
  50. 50. ELIMINATE - CREATE + FLEET OWNERSHIP HIRING DRIVERS (INCLUDING ALL RELATED COSTS) TRANSPORTATION HASSLE TECHNOLOGY INFRASTRUCTURE SEAMLESS ACCESS TO LUXURY TRANSPORT RAISE REDUCE
  51. 51. Hani W. Naguib Jan. 2016 1.0
  52. 52. Hani W. Naguib Jan. 2016 1.0 - COSTS
  53. 53. Hani W. Naguib Jan. 2016 1.0 - COSTS + VALUE
  54. 54. Hani W. Naguib Jan. 2016 1.0 - COSTS + VALUE VALUE INNOVATION
  55. 55. UBERCAB IS SAILING IN A BLUE OCEAN…
  56. 56. THE WORD “CAB” IS REMOVED FORM THE COMPANY’S NAME
  57. 57. 1ST BUSINESS MODEL ITERATION… 2011
  58. 58. UBER DECIDES TO MOVE FROM “LUXURY” TO “AFFORDABLE LUXURY”
  59. 59. Hani W. Naguib Jan. 2016 2.0
  60. 60. RIDERS Hani W. Naguib Jan. 2016 2.0
  61. 61. RIDERS Hani W. Naguib Jan. 2016 2.0 AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S)
  62. 62. RIDERS Hani W. Naguib Jan. 2016 2.0 USAGE FEES AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S)
  63. 63. RIDERS Hani W. Naguib Jan. 2016 2.0 USAGE FEES AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) USER APP.
  64. 64. RIDERS Hani W. Naguib Jan. 2016 2.0 USAGE FEES AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) USER APP. SOCIAL MEDIA
  65. 65. RIDERS Hani W. Naguib Jan. 2016 2.0 USAGE FEES AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) USER APP. SOCIAL MEDIA AUTOMATED
  66. 66. RIDERS Hani W. Naguib Jan. 2016 2.0 USAGE FEES AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) USER APP. SOCIAL MEDIA AUTOMATED AVAILABILITY OF DRIVERS/ CARS
  67. 67. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) USER APP. SOCIAL MEDIA AUTOMATED AVAILABILITY OF DRIVERS/ CARS
  68. 68. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED AVAILABILITY OF DRIVERS/ CARS
  69. 69. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED AVAILABILITY OF DRIVERS/ CARS
  70. 70. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED DRIVER APP. AVAILABILITY OF DRIVERS/ CARS
  71. 71. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED DRIVER APP.WORD OF MOUTH AVAILABILITY OF DRIVERS/ CARS
  72. 72. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED DIRECT DRIVER APP.WORD OF MOUTH AVAILABILITY OF DRIVERS/ CARS
  73. 73. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED DIRECT DRIVER APP.WORD OF MOUTH AVAILABILITY OF DRIVERS/ CARS HIGH RIDE REQUESTS OR FARE SURGE
  74. 74. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED EXCELLENT CUSTOMER SERVICE DIRECT DRIVER APP.WORD OF MOUTH AVAILABILITY OF DRIVERS/ CARS HIGH RIDE REQUESTS OR FARE SURGE
  75. 75. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED EXCELLENT CUSTOMER SERVICE MARKETING & PR DIRECT DRIVER APP.WORD OF MOUTH AVAILABILITY OF DRIVERS/ CARS HIGH RIDE REQUESTS OR FARE SURGE
  76. 76. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED EXCELLENT CUSTOMER SERVICE MARKETING & PR DIRECT APP. DEVELOPMENT DRIVER APP.WORD OF MOUTH AVAILABILITY OF DRIVERS/ CARS HIGH RIDE REQUESTS OR FARE SURGE
  77. 77. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED EXCELLENT CUSTOMER SERVICE MARKETING & PR DIRECT APP. DEVELOPMENT DRIVER APP.WORD OF MOUTH AVAILABILITY OF DRIVERS/ CARS HIGH RIDE REQUESTS OR FARE SURGEBRAND
  78. 78. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES MARKETING & PR COSTS $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED EXCELLENT CUSTOMER SERVICE MARKETING & PR DIRECT APP. DEVELOPMENT DRIVER APP.WORD OF MOUTH AVAILABILITY OF DRIVERS/ CARS HIGH RIDE REQUESTS OR FARE SURGEBRAND
  79. 79. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES MARKETING & PR COSTS CUSTOMER SERVICE COSTS $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED EXCELLENT CUSTOMER SERVICE MARKETING & PR DIRECT APP. DEVELOPMENT DRIVER APP.WORD OF MOUTH AVAILABILITY OF DRIVERS/ CARS HIGH RIDE REQUESTS OR FARE SURGEBRAND
  80. 80. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES MARKETING & PR COSTS CUSTOMER SERVICE COSTS $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED EXCELLENT CUSTOMER SERVICE MARKETING & PR DIRECT APP. DEVELOPMENT APP. DEVELOPMENT COSTS DRIVER APP.WORD OF MOUTH AVAILABILITY OF DRIVERS/ CARS HIGH RIDE REQUESTS OR FARE SURGEBRAND
  81. 81. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES MARKETING & PR COSTS CUSTOMER SERVICE COSTS $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED EXCELLENT CUSTOMER SERVICE MARKETING & PR DIRECT APP. DEVELOPMENT MANAGE ACCOUNT PAYABLES APP. DEVELOPMENT COSTS DRIVER APP.WORD OF MOUTH AVAILABILITY OF DRIVERS/ CARS HIGH RIDE REQUESTS OR FARE SURGEBRAND
  82. 82. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES MARKETING & PR COSTS CUSTOMER SERVICE COSTS $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED EXCELLENT CUSTOMER SERVICE MARKETING & PR DIRECT APP. DEVELOPMENT MANAGE ACCOUNT PAYABLES APP. DEVELOPMENT COSTS DRIVER APP.WORD OF MOUTH MANAGE DRIVERS/ PARTNERS AVAILABILITY OF DRIVERS/ CARS HIGH RIDE REQUESTS OR FARE SURGEBRAND
  83. 83. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES MARKETING & PR COSTS CUSTOMER SERVICE COSTS $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED EXCELLENT CUSTOMER SERVICE MARKETING & PR DIRECT APP. DEVELOPMENT MANAGE ACCOUNT PAYABLES APP. DEVELOPMENT COSTS DRIVER APP.WORD OF MOUTH MANAGE DRIVERS/ PARTNERS LOCAL CAR RENTAL COMPANIES TO PROVIDE DRIVERS AVAILABILITY OF DRIVERS/ CARS HIGH RIDE REQUESTS OR FARE SURGEBRAND
  84. 84. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES MARKETING & PR COSTS CUSTOMER SERVICE COSTS $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED EXCELLENT CUSTOMER SERVICE MARKETING & PR DIRECT APP. DEVELOPMENT MANAGE ACCOUNT PAYABLES APP. DEVELOPMENT COSTS DRIVER APP.WORD OF MOUTH MANAGE DRIVERS/ PARTNERS LOCAL CAR RENTAL COMPANIES TO PROVIDE DRIVERS GOVERNMENTAL AGENCIES AVAILABILITY OF DRIVERS/ CARS HIGH RIDE REQUESTS OR FARE SURGEBRAND
  85. 85. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES MARKETING & PR COSTS CUSTOMER SERVICE COSTS $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED EXCELLENT CUSTOMER SERVICE MARKETING & PR DIRECT APP. DEVELOPMENT MANAGE ACCOUNT PAYABLES APP. DEVELOPMENT COSTS DRIVER APP.WORD OF MOUTH MANAGE DRIVERS/ PARTNERS LOCAL CAR RENTAL COMPANIES TO PROVIDE DRIVERS GOVERNMENTAL AGENCIES AVAILABILITY OF DRIVERS/ CARS HIGH RIDE REQUESTS OR FARE SURGEBRANDR&D PARTNERS
  86. 86. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES MARKETING & PR COSTS CONTINUOUS DRIVERS TRAINING COSTS CUSTOMER SERVICE COSTS $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED EXCELLENT CUSTOMER SERVICE MARKETING & PR DIRECT APP. DEVELOPMENT MANAGE ACCOUNT PAYABLES APP. DEVELOPMENT COSTS DRIVER APP.WORD OF MOUTH MANAGE DRIVERS/ PARTNERS LOCAL CAR RENTAL COMPANIES TO PROVIDE DRIVERS GOVERNMENTAL AGENCIES AVAILABILITY OF DRIVERS/ CARS HIGH RIDE REQUESTS OR FARE SURGEBRANDR&D PARTNERS
  87. 87. RIDERS Hani W. Naguib Jan. 2016 DRIVERS (CONTRACTORS) 2.0 USAGE FEES MARKETING & PR COSTS CONTINUOUS DRIVERS TRAINING COSTS CUSTOMER SERVICE COSTS PAYING DRIVERS % OF FEES $0,— AFFORDABLE LUXURIOUS TRANSPORTATION OPTION(S) MAKE MONEY AT THEIR OWN TERMS USER APP. SOCIAL MEDIA AUTOMATED EXCELLENT CUSTOMER SERVICE MARKETING & PR DIRECT APP. DEVELOPMENT MANAGE ACCOUNT PAYABLES APP. DEVELOPMENT COSTS DRIVER APP.WORD OF MOUTH MANAGE DRIVERS/ PARTNERS LOCAL CAR RENTAL COMPANIES TO PROVIDE DRIVERS GOVERNMENTAL AGENCIES AVAILABILITY OF DRIVERS/ CARS HIGH RIDE REQUESTS OR FARE SURGEBRANDR&D PARTNERS
  88. 88. BY CONTINUOUSLY SLASHING PRICES TO COMPETE…
  89. 89. UBER PRICE FORMULA…
  90. 90. DRIVERS BECOME UNHAPPY…
  91. 91. UBER APPLIES PRICE SURGE TO INCREASE DRIVERS’ INTEREST…
  92. 92. WHICH DRIVES UBER CUSTOMER’S DISSATISFACTION…
  93. 93. MEANWHILE, UBER’S COMPETITION IS GROWING GLOBALLY…
  94. 94. COMPANIES LIKE UBER COMPANIES OFFERING SUBSTITUTING SERVICES TO UBER MAIN COMPETITION
  95. 95. AND FACING MANY REGULATION AND DRIVERS RELATED PROBLEMS…
  96. 96. UNDER ITS CURRENT BUSINESS MODEL UBER IS NOW SAILING IN A RED OCEAN…
  97. 97. LETS EVALUATE UBER’S CURRENT BUSINESS MODEL…
  98. 98. BASED ON 7 KEY METRICS…
  99. 99. 1 SWITCHING COSTS…
  100. 100. 1 SWITCHING COSTS…
  101. 101. 2 RECURRING REVENUE…
  102. 102. 2 RECURRING REVENUE…
  103. 103. 3EARRING BEFORE SPENDING…
  104. 104. 3EARRING BEFORE SPENDING…
  105. 105. 4GAME CHANGING COST STRUCTURE…
  106. 106. 4GAME CHANGING COST STRUCTURE…
  107. 107. 5OTHERS DO THE WORK…
  108. 108. 5OTHERS DO THE WORK…
  109. 109. 6 SCALABILITY…
  110. 110. 6 SCALABILITY…
  111. 111. 7PROTECTION FROM COMPETITION…
  112. 112. 7PROTECTION FROM COMPETITION…
  113. 113. UNDERSTANDING UBER’S BUSINESS MODEL ENVIRONMENT…
  114. 114. Project Workshop Done Saved online knowledge.li This canvas is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/ Business Model Environment Canvas 2.0 Inspired by the method from www.businessmodelgeneration.com Key Trends Industry Forces Market Forces Macroeconomic Forces
  115. 115. Project Workshop Done Saved online knowledge.li This canvas is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/ Business Model Environment Canvas 2.0 Inspired by the method from www.businessmodelgeneration.com Key Trends Industry Forces Market Forces Macroeconomic Forces
  116. 116. Project Workshop Done Saved online knowledge.li This canvas is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/ Business Model Environment Canvas 2.0 Inspired by the method from www.businessmodelgeneration.com Key Trends Industry Forces Market Forces Macroeconomic Forces SURGE IN LOCALISED UBER SUBSTITUTES
  117. 117. Project Workshop Done Saved online knowledge.li This canvas is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/ Business Model Environment Canvas 2.0 Inspired by the method from www.businessmodelgeneration.com Key Trends Industry Forces Market Forces Macroeconomic Forces SURGE IN LOCALISED UBER SUBSTITUTES DIRECT COMPETITION WITH TAXI
  118. 118. Project Workshop Done Saved online knowledge.li This canvas is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/ Business Model Environment Canvas 2.0 Inspired by the method from www.businessmodelgeneration.com Key Trends Industry Forces Market Forces Macroeconomic Forces SURGE IN LOCALISED UBER SUBSTITUTES DIRECT COMPETITION WITH TAXI SURGE IN UBER LIKE SERVICES
  119. 119. Project Workshop Done Saved online knowledge.li This canvas is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/ Business Model Environment Canvas 2.0 Inspired by the method from www.businessmodelgeneration.com Key Trends Industry Forces Market Forces Macroeconomic Forces SURGE IN LOCALISED UBER SUBSTITUTES DIRECT COMPETITION WITH TAXI SURGE IN UBER LIKE SERVICES
  120. 120. Project Workshop Done Saved online knowledge.li This canvas is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/ Business Model Environment Canvas 2.0 Inspired by the method from www.businessmodelgeneration.com Key Trends Industry Forces Market Forces Macroeconomic Forces SURGE IN LOCALISED UBER SUBSTITUTES DIRECT COMPETITION WITH TAXI CUSTOMERS ARE GETTING USED TO USING APPS TO HAIL TAXI SERVICE SURGE IN UBER LIKE SERVICES
  121. 121. Project Workshop Done Saved online knowledge.li This canvas is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/ Business Model Environment Canvas 2.0 Inspired by the method from www.businessmodelgeneration.com Key Trends Industry Forces Market Forces Macroeconomic Forces SURGE IN LOCALISED UBER SUBSTITUTES DIRECT COMPETITION WITH TAXI CUSTOMERS ARE GETTING USED TO USING APPS TO HAIL TAXI SERVICE SURGE IN REGULATORY ATTACK ON UBER LIKE SERVICES SURGE IN UBER LIKE SERVICES
  122. 122. Project Workshop Done Saved online knowledge.li This canvas is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/ Business Model Environment Canvas 2.0 Inspired by the method from www.businessmodelgeneration.com Key Trends Industry Forces Market Forces Macroeconomic Forces SURGE IN LOCALISED UBER SUBSTITUTES DIRECT COMPETITION WITH TAXI CUSTOMERS ARE GETTING USED TO USING APPS TO HAIL TAXI SERVICE SURGE IN REGULATORY ATTACK ON UBER LIKE SERVICES SURGE IN UBER LIKE SERVICES
  123. 123. Project Workshop Done Saved online knowledge.li This canvas is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/ Business Model Environment Canvas 2.0 Inspired by the method from www.businessmodelgeneration.com Key Trends Industry Forces Market Forces Macroeconomic Forces SURGE IN LOCALISED UBER SUBSTITUTES SURGE IN DEMAND FOR ON DEMAND TAXI SERVICES DIRECT COMPETITION WITH TAXI CUSTOMERS ARE GETTING USED TO USING APPS TO HAIL TAXI SERVICE SURGE IN REGULATORY ATTACK ON UBER LIKE SERVICES SURGE IN UBER LIKE SERVICES
  124. 124. Project Workshop Done Saved online knowledge.li This canvas is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/ Business Model Environment Canvas 2.0 Inspired by the method from www.businessmodelgeneration.com Key Trends Industry Forces Market Forces Macroeconomic Forces SURGE IN LOCALISED UBER SUBSTITUTES SURGE IN DEMAND FOR ON DEMAND TAXI SERVICES DIRECT COMPETITION WITH TAXI VERY ATTRACTIVE POTENTIAL REVENUES CUSTOMERS ARE GETTING USED TO USING APPS TO HAIL TAXI SERVICE SURGE IN REGULATORY ATTACK ON UBER LIKE SERVICES SURGE IN UBER LIKE SERVICES
  125. 125. Project Workshop Done Saved online knowledge.li This canvas is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/ Business Model Environment Canvas 2.0 Inspired by the method from www.businessmodelgeneration.com Key Trends Industry Forces Market Forces Macroeconomic Forces SURGE IN LOCALISED UBER SUBSTITUTES SURGE IN DEMAND FOR ON DEMAND TAXI SERVICES DIRECT COMPETITION WITH TAXI MINIMUM CUSTOMER SWITCHING COSTS VERY ATTRACTIVE POTENTIAL REVENUES CUSTOMERS ARE GETTING USED TO USING APPS TO HAIL TAXI SERVICE SURGE IN REGULATORY ATTACK ON UBER LIKE SERVICES SURGE IN UBER LIKE SERVICES
  126. 126. Project Workshop Done Saved online knowledge.li This canvas is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/ Business Model Environment Canvas 2.0 Inspired by the method from www.businessmodelgeneration.com Key Trends Industry Forces Market Forces Macroeconomic Forces SURGE IN LOCALISED UBER SUBSTITUTES SURGE IN DEMAND FOR ON DEMAND TAXI SERVICES DIRECT COMPETITION WITH TAXI MINIMUM CUSTOMER SWITCHING COSTS VERY ATTRACTIVE POTENTIAL REVENUES CUSTOMERS ARE GETTING USED TO USING APPS TO HAIL TAXI SERVICE SURGE IN REGULATORY ATTACK ON UBER LIKE SERVICES SURGE IN UBER LIKE SERVICES
  127. 127. Project Workshop Done Saved online knowledge.li This canvas is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/ Business Model Environment Canvas 2.0 Inspired by the method from www.businessmodelgeneration.com Key Trends Industry Forces Market Forces Macroeconomic Forces SURGE IN LOCALISED UBER SUBSTITUTES SURGE IN DEMAND FOR ON DEMAND TAXI SERVICES DIRECT COMPETITION WITH TAXI MINIMUM CUSTOMER SWITCHING COSTS VERY ATTRACTIVE POTENTIAL REVENUES CUSTOMERS ARE GETTING USED TO USING APPS TO HAIL TAXI SERVICE SURGE IN REGULATORY ATTACK ON UBER LIKE SERVICES UBER AS ANSWER TO UNSTABLE GLOBAL ECONOMY (EXTRA JOB) SURGE IN UBER LIKE SERVICES
  128. 128. Project Workshop Done Saved online knowledge.li This canvas is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/ Business Model Environment Canvas 2.0 Inspired by the method from www.businessmodelgeneration.com Key Trends Industry Forces Market Forces Macroeconomic Forces SURGE IN LOCALISED UBER SUBSTITUTES SURGE IN DEMAND FOR ON DEMAND TAXI SERVICES DIRECT COMPETITION WITH TAXI MINIMUM CUSTOMER SWITCHING COSTS VERY ATTRACTIVE POTENTIAL REVENUES CUSTOMERS ARE GETTING USED TO USING APPS TO HAIL TAXI SERVICE SURGE IN REGULATORY ATTACK ON UBER LIKE SERVICES UBER AS ANSWER TO UNSTABLE GLOBAL ECONOMY (EXTRA JOB) AVAILABILITY OF INFRASTRUCTURE FOR HIGH SCALABILITY SURGE IN UBER LIKE SERVICES
  129. 129. Project Workshop Done Saved online knowledge.li This canvas is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/ Business Model Environment Canvas 2.0 Inspired by the method from www.businessmodelgeneration.com Key Trends Industry Forces Market Forces Macroeconomic Forces SURGE IN LOCALISED UBER SUBSTITUTES SURGE IN DEMAND FOR ON DEMAND TAXI SERVICES DIRECT COMPETITION WITH TAXI MINIMUM CUSTOMER SWITCHING COSTS VERY ATTRACTIVE POTENTIAL REVENUES CUSTOMERS ARE GETTING USED TO USING APPS TO HAIL TAXI SERVICE SURGE IN REGULATORY ATTACK ON UBER LIKE SERVICES LOW FUEL PRICES ENCOURAGES MORE DRIVERS TO USE UBER UBER AS ANSWER TO UNSTABLE GLOBAL ECONOMY (EXTRA JOB) AVAILABILITY OF INFRASTRUCTURE FOR HIGH SCALABILITY SURGE IN UBER LIKE SERVICES
  130. 130. SO IS UBER DOOMED??
  131. 131. UBER MISTAKES…
  132. 132. #1 USING THE WORD CAB IN BRANDING THE SERVICE…
  133. 133. #2 ENFORCE NEW RULES NOT RALLYING STAKEHOLDERS…
  134. 134. #3 GLOBAL DECISION MAKING AND NOT LOCALIZING THE SERVICE…
  135. 135. #4 NO CAP ON SURGE PRICING…
  136. 136. 2ND BUSINESS MODEL ITERATION… 2016
  137. 137. UBER IS IN SEARCH OF A BLUE OCEAN, TO RE-INVENT ITSELF ONCE AGAIN…
  138. 138. SO WHAT IS UBER DOING ABOUT IT?
  139. 139. UBER’S REBRAND IS ABOUT HELPING EVERY PERSON IN ITS ECOSYSTEM—RIDERS, PARTNERS, AND EMPLOYEES—GROK THE COMPANY’S CULTURE AND AMBITIONS. FEBRUARY, 2016 Travis Kalanick CEO
  140. 140. UBER IS A GLOBAL AND A LOCAL BRAND—THE MUMBAI MARKET IS VERY DIFFERENT THAN, SAY, THE MARKET IN LAGOS. FEBRUARY, 2016 Travis Kalanick CEO
  141. 141. WE’RE EXCITED TO ROLL OUT THIS NEW LOOK AND FEEL THAT CELEBRATES BOTH OUR TECHNOLOGY AND THE CITIES WE SERVE. FEBRUARY 2, 2016 Travis Kalanick CEO
  142. 142. UBER DECIDES TO MOVE FROM “AFFORDABLE LUXURY” TO “EVERYDAY MOVING/LOGISTICS SOLUTIONS”
  143. 143. Hani W. Naguib March. 2016 3.0
  144. 144. Hani W. Naguib March. 2016 3.0 UBER TECHNOLOGY LEVERAGE UBER TECHNOLOGY TO SERVE LOCAL NEEDS
  145. 145. Hani W. Naguib March. 2016 3.0 EVERYDAY “MOVING” SOLUTIONS AT THE PALM OF YOUR HANDS UBER TECHNOLOGY LEVERAGE UBER TECHNOLOGY TO SERVE LOCAL NEEDS
  146. 146. Hani W. Naguib March. 2016 3.0 RIDERS EVERYDAY “MOVING” SOLUTIONS AT THE PALM OF YOUR HANDS UBER TECHNOLOGY LEVERAGE UBER TECHNOLOGY TO SERVE LOCAL NEEDS CREATING A SUPPORT SYSTEM FOR ALL RIDERS’ MOVING NEEDS
  147. 147. Hani W. Naguib March. 2016 3.0 RIDERS EVERYDAY “MOVING” SOLUTIONS AT THE PALM OF YOUR HANDS UBER TECHNOLOGY LOCAL EFFECTS OF A GLOBAL BRAND RALLY UP UBER COMMUNITIES
  148. 148. Hani W. Naguib March. 2016 UBER PARTNERS 3.0 RIDERS EVERYDAY “MOVING” SOLUTIONS AT THE PALM OF YOUR HANDS UBER TECHNOLOGY LOCAL EFFECTS OF A GLOBAL BRAND RALLY UP UBER COMMUNITIES
  149. 149. Hani W. Naguib MAKE MONEY AT THEIR OWN TERMS March. 2016 UBER PARTNERS 3.0 RIDERS EVERYDAY “MOVING” SOLUTIONS AT THE PALM OF YOUR HANDS UBER TECHNOLOGY LOCAL EFFECTS OF A GLOBAL BRAND RALLY UP UBER COMMUNITIES EMPOWER UBER PARTNERS
  150. 150. THE BUSINESS MODEL REVOLUTION IS NOT OVER YET…
  151. 151. IS JUST BEGINNING…
  152. 152. copyrights for all graphics, materials, cases and examples used into this presentation are respected.The materials are used for teaching and training purposes only. Prepared by: Hani W.Naguib, MBA. haniw.naguib@gmail.com EASTMAN KODAK COMPANY Evaluating Business Models of The Past. THE CURIOUS CASE OF PEPPER THE ROBOT WITH A HEART Understanding the Business Model of The Future. THE STARTUP STORY APPRECIATE THE BUSINESS MODEL MINDSET Visual Thinking Exercise UBER THE NETWORK ORCHESTRATOR Understanding The Evolution of A Revolution. DISRUPTING THE BANKING INDUSTRY Understanding The FinTech Revolution of Retail Banking Popular New Popular www.haniwnaguib.com @haniwnaguib LIKE WHAT YOU SEE, CHECK MORE VISUAL BUSINESS CASES

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