Marketing Plan & Strategic Management Analysis of Lime

1. MKTG 489 / Spring 2019
S A R A H C H R I S T
R Y A N S A K A M O T O
B L A K E T A L B O T
A N T O N B O G D A N O V
L A W T O N M A N I P O N
Prepared by:

2. L I M E
TABLE OF CONTENTS
Industry Analysis 1
Firm Analysis 14
Core Competencies and Competitive Advantage 25
Three Circles Targeting 28
Appendix 37
Citations 39

3. L I M E
Market Review
As many companies move towards the sharing economy market, there is still a large
amount of white space in sustainable transportation-share market. Although many
countries have been using bike-share the 1960s, the bike-share industry is fairly new to
the United States, with the first bike-share company opening in Washington D.C in 2007.
By 2050, the UN estimates that about 70% of the world’s population will live in urban
areas. For many cities, the urbanization has outgrown transportation capabilities,
causing traffic, overcrowding, and grave environmental impacts. To alleviate the
pressure from urbanization, many companies have started to implement bike-sharing in
cities around the world. With many small competitors, the bike-share industry is very
susceptible to consumer demand and trends.
The largest factor that influences demand in the bike-sharing industry is convenience. As
recent as 2017, many companies have started to use dockless bikes, meaning that users
can leave their bike anywhere within city limits. Dockless bike-share companies give
users the freedom to start and stop their trip at their convenience, and on their own
time. This new trend has highlighted the inefficiencies of station-based bike-share,
dropping sales of once-leading competitors.
Another demand influencer is innovation. The bike-share industry is incredibly saturated,
and prices are relatively similar across the industry. Companies that are creating new
ideas, such as electric scooters or electric car-sharing, are gaining greater market share
and larger brand equity.
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INDUSTRY ANALYSIS

4. L I M E
Porter's five forces analysis
The force of new entrants is low in the ride sharing industry. The main reason is the large
amount of capital investment needed to enter this market. Lime and its main competitors
have amassed a large amount of sharing capacity in a multitude of cities, which means
that in order to penetrate the market a new firm would need to be able to match that
capacity. Also in the ride sharing economy the main modes are bike, scooter, and car.
These main modes of transportation sharing have been heavily invested in by Lime and its
competitors. The large sharing capacity, capital investment, and methods of
transportation offered, are all strong barriers to entry; resulting in the threat of new
entrants being low.
Competitive
Intensity
Bargaining
Power of
Suppliers
Threat of New
Entrants
Bargaining
Power of
Buyers
Threat of
Substitutes
Threat of New Entrants: Low
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5. L I M E
Bikes/Scooters: The buyer power of the individual consumer is low because of the
business model created by Lime. The model relies on amount of consumers and rides
because of the low price of using Lime’s transportation modes. Also the in the space of
the transportation sharing economy (bikes/scooters) companies try to stay in own cities
to avoid direct competition and ease of power charging.
Cars: The buyer power for individual consumer is medium because of the different
substitutes available such as other ride sharing options (Zipcar, Uber, Lyft, etc.).
Bargaining Power of Buyers: Low
The supplier power for bikes and scooters is low because the ability for Lime to switch
its manufacture would be feasible with the large amount of bike manufacturers
available, along with the large amount of companies producing bike components. The
bike and bike component manufacturing industry has saturated, meaning that Lime
would be able to source their bikes and bike parts at a consistently low price. Also with
the Limebike structure, the company is not vying for the top tier material quality (ie:
carbon fiber), so the material for Limebikes is easily accessible and most likely not
highly priced.
Bargaining Power of Suppliers: Low
Threat of Substitutes: High
The threat of substitutes is very high because of the many competitors in the market.
There are many other bike/scooter sharing companies that are growing and soon the
direct competition would be the many options to use or substitute. The switching cost is
very inexpensive. For the car sharing aspect of Lime, the existing companies in the pay
and go ride sharing, like Zipcar, provide an easy substitute. Also the ride sharing
services (Uber, Lyft) are substitutes that come to the consumer and drop the consumer
directly at the wanted drop-off location, instead of having to leave the car in a certain
areas. Any mode of transportation is a substitute for the Lime services.
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6. L I M E
The competitive intensity for the industry is very high because of the many strong
companies in the industry. Every major city has been introduced to some sort of
bike/scooter sharing economy and there is not a major difference in the quality of
product. Also, with the introduction of car sharing services, Lime is penetrating the ride
sharing economy which is currently dominated by Uber and Lyft. The major difference
between Lime and these two companies is that it is the individual consumer is
performing their own driving. There is also services very similar to Lime’s car sharing,
like Zipcar, showing that it is a red ocean market. The switching costs is almost nothing
between any of these services because it is all pay as you go.
Competitive Intensity: High
The ride sharing economy is a growing market and is very attractive for Lime. The most
important of Porter’s five forces applied towards Lime, would be the threat of
substitutes being very high. Currently, the market is divided between cities and each
company is competing for overall market share. Very soon these companies will be
directly competing against each other and attempting to gain market share by taking
over cities in attempt to amass more of the market in their favor. This force is the most
important because while there is many substitutes, competition will remain high.
Industry Attractiveness
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7. L I M E
Competitive Review
Lime is the current leader of a very young industry focused on providing shared
transportation in urban environments. Their products, as well as the products of their
competitors come in the form of electric scooters, bikes, and soon to be shared cars as
well. Lime was able to quickly secure themselves as the industry leader in a short time
span, with their founding taking place in January of 2017. Their rapid growth is largely
a result of sizeable outside investment which has brought in hundreds of millions of
dollars and resulted in Lime being worth over $2bn today. (Schleifer, 2019) Real
competition for Lime is sparse in many of its active cities, but there is emerging
competition in other parts of the world, and trouble is brewing in the US now too as
many smaller competitors begin to appear across the country; however many of the
smaller competitors will have a much harder time securing real market share since Lime
is doing a bang up job attracting industry investors toward their business. We will take
a look at several of Lime’s current competitors, and analyze their business structures
and how they may or may not be threatening Lime’s current operations.
Firstly, let's look at Ofo, which is the largest
competitor of Lime by valuation. Ofo is a Chinese
bike/scooter sharing company that is focusing on
global expansion with locations in many countries
outside of China, including the US, UK, Germany,
and seven other countries. Ofo is valued at
approximately $2bn as well, but has not had to
seek additional investment in over a year, unlike
Lime which brings in slim revenue ad relies heavily
on continued investment. Founded in 2014, Ofo
was an early pioneer of this industry, and may have
advantages when it comes to managing the
business and better understanding issues facing
the business model that Lime possibly hasn;t yet
encountered. Ofo also has a major advantage in
the fact that they operate in so many different
countries. While Lime has international locations
across Europe and Australia, they have no presence
in the Asian market. It seems that Ofo was able to
penetrate into the American market, while Lime
hasn’t established a presence in the densely
populated urban areas of China, Indonesia, and
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8. L I M E
other Asian countries. (Craft.co, 2019) Ofo is likely to continue to grow and expand into
US markets, so it will be critical for Lime to be aware of this encroaching threat. The two
companies are almost identical in size and funding, and now the battle of influence
outside of their countries of origin will determine who the global winner will be. Next,
we will look at what could be the most imminent threat to Lime today.
The rideshare goliath Uber, has recently announced a new project called Jump, which is
to serve as direct competition to Lime. Jump will compete with Lime by leveraging the
already enormous user base of the Uber app. Uber intends to allow existing Uber users
to interface with a large network of bikes and scooters in certain cities through the Uber
app. This is potentially Lime’s greatest threat today, as Uber is an established company
that can afford to fund rapid expansion across the country, and can even invade Lime’s
existing territories by undercutting prices, and further leveraging its already massive
user base. Uber is already massively profitable from its other rideshare and food
delivery services, and therefore the vast resource and technical expertise pool they have
at their disposal will make them into a very serious threat to Lime in the coming years.
Jump already has 19 active cities across the US, and 5 locations internationally, after
only 1 year in operation. (Jump, 2019) Having been established in April of 2018, Jump
already has an impressive location spread, and Lime should be wary of this imminent
threat.
Beyond, Ofo and Jump, Lime does not have many more serious competitors. There are
several other companies that exist isolated in cities across the globe, but their influence
is extremely limited. The overhead to start a company like Lime is enormous since
investments must be made into the actual product itself (scooters and bikes), and with
most major investors being first attracted to Lime in the US and Europe, and Ofo in Asia,
it is increasingly difficult for smaller competitors to secure funding. Smaller competitors
include companies like Zagster, Mobike, and On Bike Share, but like we stated earlier,
these companies operate in a very small number of isolated locations, and we don’t
believe they pose any real threat to Lime’s operations at this time, and they likely won’t
become a problem. (Owler, 2019) It seems that the industry is settling now with the
three major players globally being Lime, Ofo, and Uber(Jump).
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9. L I M E
Competitive Market Type
Lime and it’s competitors compete in an oligopoly system with a handful of competitors.
While the sharing economy that these firms rely on as a base for their business models,
many of these companies have secured funding spanning from $11 million to $2.1 billion
during their rise making it difficult for new competitors to enter the market. In addition
Lime itself is available in over 115 cities and college campuses across the United States and
has expanded to major cities in Western Europe. Larger companies similar to Lime lie on the
far East, companies like Mobike and Ofo dominating the Chinese cities making Shanghai the
largest bike sharing city in the world. These companies have secured over $2 billion each in
funding since their founding in mid 2010’s, no doubt there will be expansion to countries in
Eastern Asia. With threats of legal reform against United States dockless bike companies by
drafting and passing bills limiting expansion just means current players in the market will
continue to innovate and compete more aggressively against one another. Luckily for
consumers, the market is crowded with current competitors thus stabilizing price growth of
the bike sharing services. Lime has also undergone recent innovation expanding to electric
scooters to counter competitors like Bird and provide access to different forms of
transportation. One large hurdle for competition in this market is the fundamentals of the
sharing economy itself, unlike companies that sell products to individual consumers, Lime
and its competitors are limited to production of their service because their products are
shared. The large players in the market are able to secure the stable oligopoly by effectively
marketing, branding, and developing product differentiation with their large funding capital
also making it difficult to smaller competitors to enter the market. In terms of game theory,
it is safe to speculate that competitors are in a state of Nash equilibrium, when companies
cannot boost production to effectively beat their competition; sharing economy model also
plays a role in restricting such expansion of production.
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10. L I M E
Customer Review
Existing and Potential Buyers
Lime is focused mainly in densely populated urban areas. This is due to a numerous
amount of factors and changing trends in the overall market environment and as a result
has allowed Lime to capitalize on the growing pains as cities try to become more
accessible to the everyday urbanite. Currently Lime operates in major cities including
Seattle, San Francisco, Washington D.C. etc. These are all cities with large densely
concentrated cities. The rationale behind this exists in the multiple facets that many
growing metropolis face when compacting so many in such little area. Partnering with
city real estate interests. Bike / Ride Sharing has many positive benefits and as such
targeting its general population has many points of strengths and opportunity for Lime
and its overall community. Predominantly Lime focuses on Millenials specifically due to
age, income, lifestyle choices, values and various other sorts which will be described
below. Its potential buyers are city dwellers at a whole ranging anywhere from 18 - 60 or
individuals who may be older living a healthy active lifestyle.
Demographic
Millennials being one of the target market groups range in the age category from 23 -
38 Gen X while prominent may be a smaller segment that Lime targets with age
considerations ranging from 40 - 70 roughly. In its primary target segment Millennials
are well educated. Almost 36% of males and 26% of females have a bachelor's degree or
higher. In addition to that their population is predominantly single. 56% of individuals
have never married attesting to their lifestyle choices. Additionally 56% of them are
racially ethnic and or some form of ethnic minority. By 2025 they are expected to make
up almost 75% of the workforce to give an idea of the power this group has.
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11. L I M E
Millenials are wellness focused. 69% believe in a balanced flexible work schedule that
allows them to travel, work out, eat healthy and take care of themselves and their
lifestyle. They are also environmentally conscious. Stating that roughly 70% of these
individuals will choose an environmentally sustainable product over another leading to
behavioral impacts. According to Nielsen, 70% of millennials state that one of their goals
is to visit every single continent. This is pretty massive and also shows the general
populations interest in adventure and active lifestyles. They also prioritize discount /
value shopping. Despite paying a premium on products that align with their values
roughly 60% of these individuals stated they would choose generic products if it were
cheaper or they saw more value in over the brand name products.
Geographic
For Lime’s benefit roughly 88% of millennials live in cities. They are also heavily
dependent and influenced by their peers. This combination is fairly interesting and
shows a competitive opportunity for Lime as a whole.
Psychographic
Socioeconomic
According to Pew Research the average median income range for Millenials is $69,000.
This above the national average and shows that this target segment has a healthy
income stream due to being in the prime of their work force careers. This also makes
sense considering 88% choose to live near major city areas which historically are
considerably more expensive then its outskirts.
Behavioral
As alluded to before Millenials focus on their lifestyle choices which reflect their
purchasing habits. 50% of Millenails stated that they used specific products because
they believed in the cause and or issue that the product was trying to address. These
associations go beyond the actual product and or the need the consumer may have. In
Lime’s interest lowering carbon emissions is something that are Mutually inclusive of
one another and align themselves with consumer needs rather nice.
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12. L I M E
The Millenial population accounts for roughly 76 million individuals. This is the largest
generation by population numbers. Gen X is around 64.6 million and to put this in
perspective the Gen X population is expected to surpass the Baby Boomer generation by
as soon as 2028. This represents a huge customer target market and the general
population as a whole. Both of these make viable options given their overall defining
characteristics and numbers.
The Purchase Decision Process
As mentioned above before the Millennial population makes it purchases on various
sorts of decisions. In the purchase decision process in the context of Lime the reason for
its success is attributed to its alignment of value. Lime hopes to reduce carbon emissions
as well as effectively address the issues of parking, city life, ride sharing, and access of
transportation. Ride Sharing has increased roughly 25% over the past few years and
there are compelling reasons as to why. First many state what Lime officially made claim
to that using 4000 lbs of metal to transport one individual is environmentally
irresponsible. Not to mention inside city limits where space and parking is limited.
Millennials and city dwellers also have a need. How to save money, be environmentally
helpful and where can I park and still get to where I need to go? Lime provides all of
these things. For value it costs $1 and $.15 every minute. You can park it anywhere as
well as parking dock stations and you help reduce your ecological footprint. Breaking
down the need recognition and value added Lime has been able to address growing
consumer needs.
Size of Existing and Potential Market
Customer Expectations
Customers buy because they know they are getting an ethically sound, strong ideological
product that aligns with their value that is cheap, accessible, quick, easy to use and
convenient. These strong associations at a time where prices, space, population and
environmental concerns are knocking on the door. Lime is trying to address all these
problems in one and help consumers address their needs.
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13. L I M E
Macro-Environmental Review
Several legal and regulatory threats exist have risen to combat and control the dockless
biking market. We have seen examples such as fines from government groups like the
Miami Beach targeting Lime stating that the transportation was “unauthorized” striking
the company with $1000 fine and threats of impounding the bikes. On the flip side, state
legislators are considering creating a bill to limit the local lawmakers to dictate their
own regulations and controlling the industry. This bill would support the dockless bike
share companies by creating uniform insurance to ensure equipment safety standards
and prohibiting cities from regulating, requiring business license, and even taxing
companies operating in this industry. With this bill, dockless transportation companies
would be required to meet Consumer Product Safety Commissions’ standards of safety,
disclose company information, and be available 24/7 for public use.
Legal and Regulatory
While there is force applied to either side
of the struggle, regulation creates
requirements for dockless transportation
companies which may be easy to comply
with for big players like Lime, but this
makes it difficult for competitors to enter
the market considering they would be
breaking laws and would face the threat of
fines. We have also seen city wide bans
due to safety concerns like in San
Francisco during the summer of 2018. The
Department of Public Works impounded
503 scooters that were interfering with
other modes of transportation by blocking
sidewalks and generally being parked
inappropriately. This event resulted in the
San Francisco Municipal Transportation
Agency administering a 12 month pilot
program to control the dockless
transportation companies’ behavior,
companies included Lime, Bird, Spin, and
many more.
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14. L I M E
Lime has seen much higher growth in large metropolitan cities than rural towns because
transportation in these locations is very different. People in metropolitan areas are
closer from their homes to their destinations, so the public relies on public modes of
transportation and alternatives to owning and operating a car. Such examples include
products of the sharing economy such as dockless modes of transportation that Lime
provides. This is a highly economical alternative for many residents of large cities
because they escape needs of paying fees associated with owning a vehicles such as
licensing, registration, and costs of maintaining the vehicle like fuel and repairs. The
sharing economy of dockless transportation allows consumers to save money on their
transportation making these ventures attractive to residents of large cities. With a
record breaking national unemployment rate in the United States as well as a growing
gross domestic product, access to new modes of transportation is easier to accept for
consumers because of higher buying power. Lime offers a way for consumers to save
expenses on transportation methods and promotes sustainability.
Economic
Social, Cultural and Environmental
Lime has been positioning its dockless transportation in large cities and particularly
larger college campuses, while the income of residents in cities is relatively high allowing
them to purchase a vehicle; college students have a very low income and often times
cannot afford cars. A great alternative for students to get around their college area is by
using dockless transportation which is affordable and frankly fun. With a projected
increase of Americans pursuing higher education, Lime has an opportunity to become
more popular in areas with Universities, increasing their target market. Society has
recently began adjusting to sustainable systems of consumption, we have seen many
studies and publications identifying that a majority of Americans and Europeans are in
fact concerned with carbon footprint effects on our Earth and agree that we should
minimize the threat to our planet. For example, Jacquelyn A. Ottman’s book “The New
Rules of Green Marketing” features a breakdown of different shades of green consumers,
based on the findings of the Natural Marketing Institute, 2009 LOHAS Consumer Trends
Database; 34% (77 million) of the total US population aggressively consume products
and use services that are directly relate to sustainability. Considering Lime’s forms of
transportation have no detrimental effects on the environment. The bikes are
mechanical with no fuel required to power them and the scooters run on electric,
renewable energy which is very clean. Lime offers the alternative to transportation via
motor vehicles which have a large carbon footprint, with many cities introducing busses
into public transportation that run on electricity, this is a great trend for Lime to
capitalize on and attract a bigger market of consumers.
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15. L I M E
In terms of technology, Lime is a Silicon Valley startup, an area which thrives on new
innovations to create new technologies for society. The Lime bike incorporates an
application directly into the customer experience of operating it’s products. We consider
Lime will strive to overcome its competition by constantly innovating it’s products and
with the global shift to 5G networks, this technology has potential to create an even
better experience for the company’s consumers.
Technological
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35. L I M E
MARKETING GOALS AND OBJECTIVES
Objectives:
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Goal: Grow Lime presence on university campuses.
Partner with Unidays to create student discounts on Lime services.
Launch Lime at East Coast universities.
Launch Lime at international universities, starting in Europe.
Open jobs for students on each location- Lime customer service team.
Goal: Establish a Digital Presence for Lime
Build social media following (Instagram, Facebook, Twitter)
Improve search engine optimization.
Run promotions and giveaways via social platforms.
APPENDIX: THE MARKETING PLAN

36. L I M E
SEGMENTATION
Primary Market Segment: Millennial Max
Lime has mainly focused on positioning its
service in large and mid size cities across the
United States and Europe. This is mainly due to
the density of population which would be optimal
for Lime’s service. Millennials have dominated
populations of large and mid size cities. Together
with high cost of living and many of them
combating the remains of their student debt,
Lime is an efficient solution for transportation to
get around the city. Replacing just one day of
driving with Using Line saves consumers roughly
$1000 annually (Lime Annual Report).
We aim to provide an efficient and cost efficient
alternative to traditional transportation methods, to
save money.
I'm a
millennial!
Secondary Market Segment: College Student Samantha
Lime has found success in placing their service near
college campuses and in college towns. College
students pursue higher education at an early age,
mainly expenses mainly subsidized by
parents/relatives and/or student loans puts pressure
on the decision of owning transportation in the form
of a vehicle with costs of fuel, insurance,
maintenance. Although college students don’t travel
as far as millennials in big cities, Lime’s affordable
price and ease of use offers a suitable solution to the
problem of transportation and alleviate the hassle of
owning a car.
Lime offers college students an option to travel around
campuses and college towns when necessary as a form of
transportation which does not require additional costs.
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I'm in
college!

37. L I M E
Non Customer Market Segment: Super Green Gina
The new trend of going “green” and “sustainable” has
been gaining popularity particularly across the united
states from diets to transportation. Large companies
like Unilever, Nike, and Tesla have seen major success
in sustaining innovation in their products and services.
Lime has made major strides towards sustainability
with their service offering zero emission
transportation via scooter, bike, and now car all
powered by electrical renewable energy. Super Greens
make up approximately 16% of American consumers
and the number is projected to grow, we believe Lime
has the opportunity to capitalize on these consumers
with their eco-friendly service.
Super Greens will find Lime’s services appealing as the
company strives to provide sustainable services and
has eco-friendly initiatives.
I like the
environment!
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TARGETING

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Millennial
Predominantly Lime focuses on Millennials specifically due to age, income, lifestyle
choices, and values. Its potential buyers are city dwellers at a whole ranging
anywhere from 18 - 39 or individuals who may be older living a healthy active
lifestyle. This age range brings in Gen Z as targets as well.
The Millennial population is roughly about 76 million individuals. This population is
much more environmentally aware than other generations and this means that they
are more likely to try and use “green” methods of transportation. According to
Nielsen, 70% of millennials state that one of their goals is to visit every single
continent. This shows the general population’s interest in adventure and active
lifestyles, meaning that millennials will be looking for fun/green methods of
traveling in places they visit.
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Gen-Z
The Gen Z population is nearly 74 million individuals, and just the upper range of
this population is just entering the workforce and beginning to help make up the
urban population where Lime is prevalent. Soon this age range will be the main users
of Lime’s forms of transportation, and they will also be within the correct age range
that will be willing to try this form of transportation (ie: scooters).
POSITIONING STRATEGY
Lime’s overarching positioning strategy will be an extension of current successes
and to better differentiate from competitors to address the problems of similar
needs groups. Lime’s primary target focus will continue to be Millennials and
Generation Z city dwellers in need of last mile transportation. More specifically
however, Lime plans to expand and become the primary last mile service provider for
the college student population that belong to these groups in the global industry.

39. L I M E
Millennial
Lime offers quick, convenient and cheap last mile transportation for young Millenials
that can be used anytime, anywhere to get where they need to go.
Millennials represent the next upcoming working class and align strongly with Lime’s
competitive advantage in terms of the context for transportation needs. With so
many migrating into packed cities and growing costs of living, Lime provides a
convenient, cheap alternative for young Millenials to achieve last mile
transportation that current business models do not provide.
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College Students
Lime offers alternative forms of transportation that is cheap and ready to use that
bridges the gap from travel needs but also fits into the college life style.
College students represent a huge population that are condensed and in need of
alternative cheap transportation. Lime allows for college students to achieve cheap
and convenient transit that can be afforded and still have the flexibility and
adaptability of a college lifestyle.
Super Greens
Lime creates eco-friendly alternatives of transportation that helps reduce
consumers ecological footprint while providing convenience and travel based
solutions.
SuperGreens are concerned with how to better reduce their carbon footprint and
Lime provides an eco-friendly alternative that not only is cheap and easy but helps
to positively impact the environment as the industry moves away from harmful
pollutants in transit.

40. L I M E
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Since we would like for Lime to expand their digital presence, we think that most of
their marketing should be conducted through social media advertising. This will
engage younger consumers like those on university campuses as well as help to grow
the influence of their current social media pages which are underutilized as of now.
In addition to traditional marketing on platforms like Instagram, Snapchat, and
Twitter, we would like to implement several other marketing events that specifically
target university students.
First, we think that Lime should introduce brand ambassadors on university
campuses in charge of igniting interest in Lime at their respective locations. These
would be paid positions, and the ambassadors would be tasked with spreading
interest in the use of Lime services.
Second, we would like to partner with services such as UNiDAYS in order to create
exclusive deals for university students. By offering discounts exclusively to college
students, this will further increase engagement and build frequent use patterns on
campuses.
Finally, Lime can host launch events at each new campus they introduce their
services to. Events will be coordinated by campus ambassadors and will spark
immediate interest in Lime. An initial launch event like this will inform students of
the new service, and will create immediate engagement in Lime.
Success in these events could be measured based on engagement at each location.
Since Lime uses their own app to facilitate their service, usage patterns and
frequency can be easily measured by tracking user data within the app.
MARKETING IMPLEMENTATION

41. L I M E
CITATIONS
Chen, J. (2019, March 12). Nash Equilibrium. Retrieved from https://www.investopedia.com/terms/n/nash-equilibrium.asp
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https://www.citylab.com/transportation/2018/02/florida-state-preemption-dockless-bikesharing/553235/
Coughlin, J. (2018, May 07). Greener Than You: Boomers, Gen X & Millennials Score Themselves On The Environment.
Retrieved from https://www.forbes.com/sites/josephcoughlin/2018/05/05/greener-than-you-boomers-gen-x-millennials-
score-themselves-on-the-environment/#2255b9204d8b
Kgo. (2018, June 05). New law bans electric scooters in San Francisco until companies obtain city permits. Retrieved from
https://abc7news.com/business/new-law-bans-electric-scooters-in-san-francisco/3560740/
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News. (n.d.). Retrieved from https://craft.co/ofo
Schleifer, T. (2019, January 16). Lime, a scooter startup that barely existed two years ago, is now going to be worth $2
billion. Retrieved from https://www.recode.net/2019/1/15/18184756/lime-scooter-fundraising-valuation-two-billion
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largest-us-real-estate-owners-operators-584e8ef33356
What Is A Millennial? Statistics And How To Market To Them. (2018, November 14). Retrieved from
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