Kotak Institutional Equities in collaboration with Google, launched Consumer Querimetrix — a tool that demystifies and predicts near-term Indian consumer behaviour by analysing Google Trends data.
- Uber was founded in 2009 and is privately held, based in San Francisco. It operates in 55 countries and 200 cities worldwide and is valued at $41 billion.
- Uber keeps 20% of gross revenue from rides. In San Francisco alone, Uber's annual revenue is $500 million compared to $140 million for taxis.
- Uber's CEO wants rides to be cheaper than car ownership. The company is focusing on partnerships and a more diplomatic approach to expand services and reach more customers globally.
Session on digital transformation , chennai summit Aug 2016PESHWA ACHARYA
Peshwa Acharya is the Chief Marketing Officer of Sterling Holidays, a Thomas Cook company. He has also founded several digital startups.
Some key points he discusses for building challenger brands include focusing on product innovation, targeted promotions, and establishing a differentiated positioning from incumbents. He also emphasizes creating memorable brand experiences rather than just communication.
He provides examples of brands like Ariel, Babool toothpaste, Reliance Mobile, and Housing.com that were able to gain market share by challenging established players. Integration of online and offline channels is also highlighted as important for omni-channel experiences.
Fundas of Building a Digital / E commerce BusinessPESHWA ACHARYA
This document discusses the growth of e-commerce in India. It notes that while online shopping currently accounts for only 0.8% of the total retail market in India, this share is expected to rapidly increase as more people shop online. Electronics and mobile phones are currently the largest categories purchased online, followed by apparel. The average online shopper in India is between 25-30 years old and located in tier 2 or 3 cities. E-commerce companies are seeing high growth rates and increasing numbers of orders.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Uber’s taxi service. Uber’s service enables anyone to provide taxi services and it provides dynamic pricing for better matching of supply and demand. Its value proposition for potential drivers is the opportunity to work as driver on their own hours. Its value proposition for user to lower taxi fares during most times of the day and a higher supply of taxis (and higher prices) during peak demand. The customers are tech-savvy and smart phone users who value their time. Uber receives payments directly from customers and keeps a percentage of these payments as its income. Uber’s patents for a demand-price algorithm represent a barrier of entry and thus a method of strategic control.
Why Mobile Is The Future Of Customer Engagementcandylabs
Three key reasons businesses are investing in mobile: 1) Smartphone shipments are accelerating rapidly as more are sold each year than PCs; 2) Mobile engagement is higher as people spend more time on their phones; 3) Mobile is a social technology as users are twice as likely to share content on their phones than desktops. Case studies show how companies like Uber and WPP have optimized processes and improved customer experiences through mobile applications.
Attached is my personal take on marketing strategy that Uber India must use to build consumer models. This can be very useful to drive new customer acquisition as well as drive uasge.
The document provides an overview of the marketing strategy and initiatives for AppsDaily. It discusses evolving the marketing role to create new categories, demystify technology, build distribution channels, and focus on the consumer experience. It outlines a 4C framework focusing on colleagues, customers, consumers, and community. Recent initiatives included a new brand and packaging launch, an AppsDaily summit for engagement, improved retail visibility, internal communications, and PR as an earned media strategy. Key learnings centered around having a clear game plan and strategy, focusing on retail details, effective execution, and internal communication. The document proposes future strategies around measuring retail visibility, customized visual merchandising, consumer promotions, a retail marketing calendar, social media engagement, ATL
The document discusses the evolution of the sharing economy and Uber's role in it. It describes how economies have progressed from Stage 1's invisible hand connecting producers and consumers, to Stage 2's firm economy where producers organized into firms, to the current Stage 3 sharing economy where businesses provide platforms for peer-to-peer sharing of underutilized assets. Uber is presented as a leader in the sharing economy, launching in 2010 as the largest cab company that doesn't own any cars. The document outlines the benefits Uber provides to drivers, customers, and itself through the sharing model.
- Uber was founded in 2009 and is privately held, based in San Francisco. It operates in 55 countries and 200 cities worldwide and is valued at $41 billion.
- Uber keeps 20% of gross revenue from rides. In San Francisco alone, Uber's annual revenue is $500 million compared to $140 million for taxis.
- Uber's CEO wants rides to be cheaper than car ownership. The company is focusing on partnerships and a more diplomatic approach to expand services and reach more customers globally.
Session on digital transformation , chennai summit Aug 2016PESHWA ACHARYA
Peshwa Acharya is the Chief Marketing Officer of Sterling Holidays, a Thomas Cook company. He has also founded several digital startups.
Some key points he discusses for building challenger brands include focusing on product innovation, targeted promotions, and establishing a differentiated positioning from incumbents. He also emphasizes creating memorable brand experiences rather than just communication.
He provides examples of brands like Ariel, Babool toothpaste, Reliance Mobile, and Housing.com that were able to gain market share by challenging established players. Integration of online and offline channels is also highlighted as important for omni-channel experiences.
Fundas of Building a Digital / E commerce BusinessPESHWA ACHARYA
This document discusses the growth of e-commerce in India. It notes that while online shopping currently accounts for only 0.8% of the total retail market in India, this share is expected to rapidly increase as more people shop online. Electronics and mobile phones are currently the largest categories purchased online, followed by apparel. The average online shopper in India is between 25-30 years old and located in tier 2 or 3 cities. E-commerce companies are seeing high growth rates and increasing numbers of orders.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Uber’s taxi service. Uber’s service enables anyone to provide taxi services and it provides dynamic pricing for better matching of supply and demand. Its value proposition for potential drivers is the opportunity to work as driver on their own hours. Its value proposition for user to lower taxi fares during most times of the day and a higher supply of taxis (and higher prices) during peak demand. The customers are tech-savvy and smart phone users who value their time. Uber receives payments directly from customers and keeps a percentage of these payments as its income. Uber’s patents for a demand-price algorithm represent a barrier of entry and thus a method of strategic control.
Why Mobile Is The Future Of Customer Engagementcandylabs
Three key reasons businesses are investing in mobile: 1) Smartphone shipments are accelerating rapidly as more are sold each year than PCs; 2) Mobile engagement is higher as people spend more time on their phones; 3) Mobile is a social technology as users are twice as likely to share content on their phones than desktops. Case studies show how companies like Uber and WPP have optimized processes and improved customer experiences through mobile applications.
Attached is my personal take on marketing strategy that Uber India must use to build consumer models. This can be very useful to drive new customer acquisition as well as drive uasge.
The document provides an overview of the marketing strategy and initiatives for AppsDaily. It discusses evolving the marketing role to create new categories, demystify technology, build distribution channels, and focus on the consumer experience. It outlines a 4C framework focusing on colleagues, customers, consumers, and community. Recent initiatives included a new brand and packaging launch, an AppsDaily summit for engagement, improved retail visibility, internal communications, and PR as an earned media strategy. Key learnings centered around having a clear game plan and strategy, focusing on retail details, effective execution, and internal communication. The document proposes future strategies around measuring retail visibility, customized visual merchandising, consumer promotions, a retail marketing calendar, social media engagement, ATL
The document discusses the evolution of the sharing economy and Uber's role in it. It describes how economies have progressed from Stage 1's invisible hand connecting producers and consumers, to Stage 2's firm economy where producers organized into firms, to the current Stage 3 sharing economy where businesses provide platforms for peer-to-peer sharing of underutilized assets. Uber is presented as a leader in the sharing economy, launching in 2010 as the largest cab company that doesn't own any cars. The document outlines the benefits Uber provides to drivers, customers, and itself through the sharing model.
Uber is a transportation network company founded in 2009 that operates in over 630 cities worldwide. The document discusses Uber's marketing planning process which involves market research, production and sales planning, opportunities analysis, and technical development research. It then provides details on Uber's history, competitors, organizational structure, objectives to achieve worldwide domination, and marketing strategies involving target marketing, product positioning, and a SWOT analysis. The marketing mix discusses pricing consistency, distribution expansion, and a referral promotion. Finally, action programs are outlined for 2015 involving kiosk launches, social media campaigns, app store promotions, and new customer offers.
Uber is an American company that offers vehicles for hire, food delivery, package delivery, and other services through a mobile app platform. Founded in 2009, Uber now operates in 69 countries and has a current valuation of $120 billion. Uber's business model connects passengers who need transportation or delivery services with drivers or couriers through their mobile app, taking a commission from each transaction. Uber has expanded beyond its original ridesharing business into new areas like food delivery, freight, and autonomous vehicles.
Surge pricing algorithms automatically increase prices for ride-sharing services like Uber when demand is high and supply is low. This helps ensure reliability of service by incentivizing more drivers to work. While surge pricing has faced legal challenges in some areas for price gouging during emergencies, its legal status varies by location. In the US and some Indian states it is allowed if rates do not exceed government maximums, while other Indian states and countries explicitly ban surge pricing.
VisionsLive - a provider of online market research tools and services - decided in late 2015, to carry out an un-commissioned piece of research to use as a case study for the online qualitative approach.
The company and brand chosen for this was the global transportation company phenomenon – UBER.
UBER has since changed brand identity, however this piece of research (which was carried out prior to the company’s rebrand), goes some way to validate retrospectively, that these innovative entrepreneurs managed to anticipate the needs of their customers in their quest to drive the brand forward in the global marketplace.
The document also uncovers some quite startling and revealing observations in the way that qualitative research aspires to deliver - not only just information, but also to provide meaningful and actionable insights into what consumers truly think and want by using effective techniques designed to tap into their deeper thoughts and emotions.
8 things Uber can teach you about product designHamish Vallabh
It’s amazing to think that Uber was founded just six years ago, and has been running in the UK for just three. In a relatively short space of time, Uber has turned the car service industry on its head, and at the same time firmly embedded itself into the habitual life of its users.
A highly imaginative and disruptive company, Uber provides a service that hits all the right notes, and an app that is a joy to use. So it’s easy to see why, for many of us, once you start using Uber, you don't look back.
Crucially, Uber didn’t do this by changing the vehicle or retraining drivers. Instead, it built an app that fundamentally changed how we order, meet, and pay for a car.
By taking a broader view of what a car service could be, Uber was able to totally reimagine the entire experience - offering relentless reliability and a seamless system that addressed many of the issues that plagued the ‘analogue’ taxi experience.
With Uber's astronomical success in mind, I have broken down in the deck below the eight essential lessons that I think everyone involved in product and service design can take from one of the world's most successful 'habit-forming' companies.
Uber is a ride-sharing company headquartered in San Francisco that operates in over 70 countries. It offers various vehicle services through its app including UberX, UberBlack, UberXL, and UberPool. Uber has raised over $6.6 billion in funding across 12 rounds and has over 10 million users and 200,000 drivers worldwide. It faces competition from Lyft in the US and other regional players internationally. The document recommends Uber focus on expanding into new international markets, developing new services beyond ride-sharing, and creating a loyalty rewards program for customers.
Gaadi.com is one of India's leading auto portals with over 1.35 million unique visitors per month. It provides comprehensive new and used car listings, research, reviews, and other resources for car buyers. The document proposes a partnership with Gaadi.com to generate advertising and leads for automakers, highlighting Gaadi.com's large audience and past success generating leads and sales for client campaigns.
This document discusses the competitive rivalry between Uber and traditional taxis. It outlines how Uber's mobile app and payment model has given it a competitive advantage over taxis, leading to declines in taxi ridership and revenue. Uber is able to quickly expand into new markets and services like UberX, UberBlack, and UberXL. While taxis have tried to respond by partnering with local governments and developing their own apps, their ability to change is limited by regulations, putting them at a disadvantage against Uber's rapid innovation in the standard-cycle, large market for ride-hailing.
Uber for business imc final presentationJorge Tatto
Despite the advantages offered by Uber for Business, it has faltered in its adoption. Uber approached us to help them with the following specific problems that are addressed in this report:
• Low awareness of Uber for Business service amongst business community
• Adoption resistance due to constant media attention
• Dormant accounts, low activity after signup
• Incomplete employee account activation
In terms of results, we were given a few objectives to cover by Uber that will be addressed with our integrated marketing communications strategy:
• Improve signups of businesses on a per week basis
• Encourage dormant accounts to be active and increase the average rides per active account per week
The Story of Uber In Communicating To Its Key Stakeholders In Singapore On Th...Isaac Ahmad
Our ultimate aim is to communicate how Uber can contribute
effectively in the “sharing economy” and align its business objectives to drive higher revenue
The document proposes a new pricing strategy for Autotrader to increase revenues by segmenting dealers into three tiers based on their needs - high value, medium value, and low value. It recommends implementing a 3-tier menu pricing model where each tier focuses on leads, clicks, or views. Adopting this new segmentation and pricing approach is projected to increase Autotrader's revenues by over $380 million or 29%. Key elements of the strategy include tailoring value propositions, engaging sales teams to help dealers select relevant packages, and continuing to improve the platform's value for dealers over the long term.
Uber has expanded globally to over 70 countries and 540 cities since 2009. It uses a mix of geographic and demographic segmentation to target urban areas and offer different service tiers like Uber Select, Uber X, and Uber Scooter. While Uber faces competition from other ridesharing companies and regulations, its strengths include technology, affordable prices, and global presence. Uber's marketing mix involves promoting its brand and services through its app, website, and partnerships.
The document provides an agenda and overview of an Uber case study presentation. It discusses Uber's founding in 2009, its initial private car service model, and its transition to using an app. The presentation covers Uber's business model, including its value propositions for customers and drivers, profit model, and distribution channels. It also analyzes Uber internally, including its mission and strategies, and externally through PESTEL, 5 forces, and competitor analyses. Recommendations include maintaining consistent pricing, expanding services, and allowing advance reservations.
CDK is a company that provides technology solutions to automotive dealerships to help them operate more efficiently and profitably. The document highlights several key areas where CDK's solutions can help dealerships, including customer experience, inventory management, digital marketing, collaboration tools, finance and insurance processes, and fixed operations. It summarizes data that shows the financial and operational benefits dealerships can see by optimizing these areas with CDK's tools. The document encourages dealerships to contact their CDK representative to learn more about how CDK's insights and solutions can help them "move faster forward."
Flipkart company analysis and strategic & tactical recommendationsSumit K Jha
The document analyzes Flipkart, an Indian e-commerce company. It performs a SWOT analysis, finding strengths in Flipkart's growth and investments, and weaknesses in losses and low average transaction values. It also does a PEST analysis and finds opportunities in growing internet access but threats from competition and potential regulation changes. Overall, the document recommends Flipkart focus on profitability, logistics, mobile commerce, and expanding into new regions and customer demographics to maintain its leadership position amid intensifying competition.
Uber is a transportation network company that offers ridesharing, food delivery, and other services worldwide. In 2019, Uber had over 110 million users globally and aimed to increase app downloads and website traffic through its social media strategy. Key goals included increasing Facebook traffic by 20% and YouTube viewership/downloads by 40%. Uber's social media strategies included paid promotion on Facebook, owned content like contests on Instagram/Twitter, and influencer partnerships. Creative campaigns like delivering kittens for National Cat Day raised money for animal shelters and increased Uber's following.
This document provides a marketing strategy and plan for Uber in Colombia. It begins with an overview of the Colombian landscape and market, and a SWOT analysis of Uber's position. It then outlines Uber's marketing strategy, including establishing awareness, consideration, loyalty programs, and expanding to new cities. The marketing plan details pillars like media mix and budget allocation per quarter. It also discusses leadership approach, communication tools, and segmentation of riders and drivers. The overall goals are to grow ridership by 10-15% through awareness campaigns, loyalty programs, and expanding the Uber Pool offering.
Uber relies on driver engagement to ensure reliable transportation. The document discusses key factors for Uber's success, including driver treatment and incentives. It notes issues like low pay and feeling expendable. The proposed solution is a comprehensive engagement strategy focusing on rewarding drivers, communication, developing loyalty, and promoting Uber's competitive advantages. Effectiveness would be measured by analyzing business outcomes like customer ratings, productivity and turnover in high-engagement units versus low-engagement units.
This document provides a case study presentation on Uber and the sharing economy. It discusses Uber's business model as a mobile platform that connects drivers and passengers, highlights its innovative and customer-focused approach, and analyzes Uber's strengths and opportunities in disrupting the taxi industry through a SWOT analysis. The presentation evaluates Uber's value chain and recommends expanding additional services and electrical vehicles to further its growth.
The document discusses how an organization can link employee training and education to the achievement of strategic goals. It states that achieving strategic goals requires improving skills across the organization. Individual goals in performance plans should include training to develop new or enhanced skills needed to achieve strategic goals. The effectiveness of training can then be measured by how much strategic-goal related education in employees' plans is completed, assuming the plans accurately identify the needed skills.
This document provides directions for an activity where students are asked to find images online related to various topics and copy the image and its URL into a chart. The topics included hurricanes, the alphabet, flags, pictures from other countries, fireworks, and a National Geographic image of the Black Sea. Students are expected to search the web to find relevant pictures and paste them into the chart along with the URL for each image.
Uber is a transportation network company founded in 2009 that operates in over 630 cities worldwide. The document discusses Uber's marketing planning process which involves market research, production and sales planning, opportunities analysis, and technical development research. It then provides details on Uber's history, competitors, organizational structure, objectives to achieve worldwide domination, and marketing strategies involving target marketing, product positioning, and a SWOT analysis. The marketing mix discusses pricing consistency, distribution expansion, and a referral promotion. Finally, action programs are outlined for 2015 involving kiosk launches, social media campaigns, app store promotions, and new customer offers.
Uber is an American company that offers vehicles for hire, food delivery, package delivery, and other services through a mobile app platform. Founded in 2009, Uber now operates in 69 countries and has a current valuation of $120 billion. Uber's business model connects passengers who need transportation or delivery services with drivers or couriers through their mobile app, taking a commission from each transaction. Uber has expanded beyond its original ridesharing business into new areas like food delivery, freight, and autonomous vehicles.
Surge pricing algorithms automatically increase prices for ride-sharing services like Uber when demand is high and supply is low. This helps ensure reliability of service by incentivizing more drivers to work. While surge pricing has faced legal challenges in some areas for price gouging during emergencies, its legal status varies by location. In the US and some Indian states it is allowed if rates do not exceed government maximums, while other Indian states and countries explicitly ban surge pricing.
VisionsLive - a provider of online market research tools and services - decided in late 2015, to carry out an un-commissioned piece of research to use as a case study for the online qualitative approach.
The company and brand chosen for this was the global transportation company phenomenon – UBER.
UBER has since changed brand identity, however this piece of research (which was carried out prior to the company’s rebrand), goes some way to validate retrospectively, that these innovative entrepreneurs managed to anticipate the needs of their customers in their quest to drive the brand forward in the global marketplace.
The document also uncovers some quite startling and revealing observations in the way that qualitative research aspires to deliver - not only just information, but also to provide meaningful and actionable insights into what consumers truly think and want by using effective techniques designed to tap into their deeper thoughts and emotions.
8 things Uber can teach you about product designHamish Vallabh
It’s amazing to think that Uber was founded just six years ago, and has been running in the UK for just three. In a relatively short space of time, Uber has turned the car service industry on its head, and at the same time firmly embedded itself into the habitual life of its users.
A highly imaginative and disruptive company, Uber provides a service that hits all the right notes, and an app that is a joy to use. So it’s easy to see why, for many of us, once you start using Uber, you don't look back.
Crucially, Uber didn’t do this by changing the vehicle or retraining drivers. Instead, it built an app that fundamentally changed how we order, meet, and pay for a car.
By taking a broader view of what a car service could be, Uber was able to totally reimagine the entire experience - offering relentless reliability and a seamless system that addressed many of the issues that plagued the ‘analogue’ taxi experience.
With Uber's astronomical success in mind, I have broken down in the deck below the eight essential lessons that I think everyone involved in product and service design can take from one of the world's most successful 'habit-forming' companies.
Uber is a ride-sharing company headquartered in San Francisco that operates in over 70 countries. It offers various vehicle services through its app including UberX, UberBlack, UberXL, and UberPool. Uber has raised over $6.6 billion in funding across 12 rounds and has over 10 million users and 200,000 drivers worldwide. It faces competition from Lyft in the US and other regional players internationally. The document recommends Uber focus on expanding into new international markets, developing new services beyond ride-sharing, and creating a loyalty rewards program for customers.
Gaadi.com is one of India's leading auto portals with over 1.35 million unique visitors per month. It provides comprehensive new and used car listings, research, reviews, and other resources for car buyers. The document proposes a partnership with Gaadi.com to generate advertising and leads for automakers, highlighting Gaadi.com's large audience and past success generating leads and sales for client campaigns.
This document discusses the competitive rivalry between Uber and traditional taxis. It outlines how Uber's mobile app and payment model has given it a competitive advantage over taxis, leading to declines in taxi ridership and revenue. Uber is able to quickly expand into new markets and services like UberX, UberBlack, and UberXL. While taxis have tried to respond by partnering with local governments and developing their own apps, their ability to change is limited by regulations, putting them at a disadvantage against Uber's rapid innovation in the standard-cycle, large market for ride-hailing.
Uber for business imc final presentationJorge Tatto
Despite the advantages offered by Uber for Business, it has faltered in its adoption. Uber approached us to help them with the following specific problems that are addressed in this report:
• Low awareness of Uber for Business service amongst business community
• Adoption resistance due to constant media attention
• Dormant accounts, low activity after signup
• Incomplete employee account activation
In terms of results, we were given a few objectives to cover by Uber that will be addressed with our integrated marketing communications strategy:
• Improve signups of businesses on a per week basis
• Encourage dormant accounts to be active and increase the average rides per active account per week
The Story of Uber In Communicating To Its Key Stakeholders In Singapore On Th...Isaac Ahmad
Our ultimate aim is to communicate how Uber can contribute
effectively in the “sharing economy” and align its business objectives to drive higher revenue
The document proposes a new pricing strategy for Autotrader to increase revenues by segmenting dealers into three tiers based on their needs - high value, medium value, and low value. It recommends implementing a 3-tier menu pricing model where each tier focuses on leads, clicks, or views. Adopting this new segmentation and pricing approach is projected to increase Autotrader's revenues by over $380 million or 29%. Key elements of the strategy include tailoring value propositions, engaging sales teams to help dealers select relevant packages, and continuing to improve the platform's value for dealers over the long term.
Uber has expanded globally to over 70 countries and 540 cities since 2009. It uses a mix of geographic and demographic segmentation to target urban areas and offer different service tiers like Uber Select, Uber X, and Uber Scooter. While Uber faces competition from other ridesharing companies and regulations, its strengths include technology, affordable prices, and global presence. Uber's marketing mix involves promoting its brand and services through its app, website, and partnerships.
The document provides an agenda and overview of an Uber case study presentation. It discusses Uber's founding in 2009, its initial private car service model, and its transition to using an app. The presentation covers Uber's business model, including its value propositions for customers and drivers, profit model, and distribution channels. It also analyzes Uber internally, including its mission and strategies, and externally through PESTEL, 5 forces, and competitor analyses. Recommendations include maintaining consistent pricing, expanding services, and allowing advance reservations.
CDK is a company that provides technology solutions to automotive dealerships to help them operate more efficiently and profitably. The document highlights several key areas where CDK's solutions can help dealerships, including customer experience, inventory management, digital marketing, collaboration tools, finance and insurance processes, and fixed operations. It summarizes data that shows the financial and operational benefits dealerships can see by optimizing these areas with CDK's tools. The document encourages dealerships to contact their CDK representative to learn more about how CDK's insights and solutions can help them "move faster forward."
Flipkart company analysis and strategic & tactical recommendationsSumit K Jha
The document analyzes Flipkart, an Indian e-commerce company. It performs a SWOT analysis, finding strengths in Flipkart's growth and investments, and weaknesses in losses and low average transaction values. It also does a PEST analysis and finds opportunities in growing internet access but threats from competition and potential regulation changes. Overall, the document recommends Flipkart focus on profitability, logistics, mobile commerce, and expanding into new regions and customer demographics to maintain its leadership position amid intensifying competition.
Uber is a transportation network company that offers ridesharing, food delivery, and other services worldwide. In 2019, Uber had over 110 million users globally and aimed to increase app downloads and website traffic through its social media strategy. Key goals included increasing Facebook traffic by 20% and YouTube viewership/downloads by 40%. Uber's social media strategies included paid promotion on Facebook, owned content like contests on Instagram/Twitter, and influencer partnerships. Creative campaigns like delivering kittens for National Cat Day raised money for animal shelters and increased Uber's following.
This document provides a marketing strategy and plan for Uber in Colombia. It begins with an overview of the Colombian landscape and market, and a SWOT analysis of Uber's position. It then outlines Uber's marketing strategy, including establishing awareness, consideration, loyalty programs, and expanding to new cities. The marketing plan details pillars like media mix and budget allocation per quarter. It also discusses leadership approach, communication tools, and segmentation of riders and drivers. The overall goals are to grow ridership by 10-15% through awareness campaigns, loyalty programs, and expanding the Uber Pool offering.
Uber relies on driver engagement to ensure reliable transportation. The document discusses key factors for Uber's success, including driver treatment and incentives. It notes issues like low pay and feeling expendable. The proposed solution is a comprehensive engagement strategy focusing on rewarding drivers, communication, developing loyalty, and promoting Uber's competitive advantages. Effectiveness would be measured by analyzing business outcomes like customer ratings, productivity and turnover in high-engagement units versus low-engagement units.
This document provides a case study presentation on Uber and the sharing economy. It discusses Uber's business model as a mobile platform that connects drivers and passengers, highlights its innovative and customer-focused approach, and analyzes Uber's strengths and opportunities in disrupting the taxi industry through a SWOT analysis. The presentation evaluates Uber's value chain and recommends expanding additional services and electrical vehicles to further its growth.
The document discusses how an organization can link employee training and education to the achievement of strategic goals. It states that achieving strategic goals requires improving skills across the organization. Individual goals in performance plans should include training to develop new or enhanced skills needed to achieve strategic goals. The effectiveness of training can then be measured by how much strategic-goal related education in employees' plans is completed, assuming the plans accurately identify the needed skills.
This document provides directions for an activity where students are asked to find images online related to various topics and copy the image and its URL into a chart. The topics included hurricanes, the alphabet, flags, pictures from other countries, fireworks, and a National Geographic image of the Black Sea. Students are expected to search the web to find relevant pictures and paste them into the chart along with the URL for each image.
Robert T. Raine has over 4 years of sales and customer service experience and 1 year of construction experience. He is seeking a new position specializing in sales, organization, communication, and customer service. His work history includes positions at Dollar General, Eagle Sound Productions, Dallas Area Habitat for Humanity, and Awesome Computer Xpress where he gained experience in retail sales, general labor, construction assistance, and technology support. He completed his GED in 2014 and has strong skills in communication, customer service, organization, problem-solving, and software/hardware maintenance.
Las minas son lugares de trabajo peligrosos donde los trabajadores se exponen a diversos riesgos físicos como ruido, temperaturas extremas, y mala iluminación. El ruido proviene de maquinaria y equipos y puede causar problemas de audición. Las temperaturas altas o bajas también representan riesgos para la salud de los mineros. La deficiente iluminación puede generar fatiga visual, accidentes, y nistagmus u oscilaciones oculares involuntarias. Se recomiendan medidas como equipo de protección, desc
This document summarizes a webinar about using social media to build communities. It discusses how Facebook and Twitter work, including how content is ranked and seen by users. It also outlines strategies for starting and growing communities, such as creating engaging content, listening to others, using hashtags and lists, finding similar organizations, and asking for recommendations. The webinar focused on practical tips for non-profits to better utilize social media.
This document provides autobiographical information about Jimmy Brady. It states that he currently lives in Philadelphia and plays for the Sixers basketball team. In 10 years, Google may identify him as a professional basketball player, but will not describe his personality traits of being athletic, funny, and outgoing. The document also includes a quote by Gautama Siddharta and positive feedback from friends and teachers about Brady's humor and work ethic.
This document provides an orientation for students using the Adaptive Computer Lab (ACL) at Fullerton College. It outlines the lab's mission to help students achieve success, lists general lab hours and policies for scanning in/out and checking class progress/hours. It also details other campus resources available, important dates, and required paperwork for students, including an educational plan and writing sample. The goal is for students to familiarize themselves with lab and college resources to help them persist and complete their educational goals.
This document is a curriculum vitae for Anil Patial, an Indian national working as a Junior Mechanical Engineer in Dubai, UAE. Patial has a Bachelor's Degree in Mechanical Engineering from Himachal Pradesh University in India. He has over 2 years of work experience in construction and automotive companies in India. Currently, Patial works for Habtoor Leighton Group in Dubai as a plant and site engineer, where his responsibilities include maintenance of construction machinery and ensuring safety practices are followed. He is interested in fields like site engineering, quality engineering, and plant maintenance.
Lisa Espy has over 10 years of experience as a school counselor and special education teacher. She provides individualized instruction, monitors student progress, and assists with high school graduation plans and post-graduation options. Espy received a Master's degree in Mental Health Counseling and a Bachelor's degree in Psychology and Special Education. She has experience designing educational plans, counseling students, and communicating with teachers, parents, and students.
Noelé E. Phillips has over 10 years of experience in customer service, administrative, and reception roles. She has strong skills in Microsoft Office, databases, and communication. Her resume highlights roles providing administrative support, customer service, data entry, and reception duties for various companies in New York City.
Un gentil viaje al interior de las extorsiones mediante DDoSDavid Barroso
Cuando leemos alguna noticia sobre denegaciones de ataque distribuido (DDoS) en los últimos años siempre nos viene a la mente Anonymous. Pero la realidad es que muchos grupos están utilizando los ataques de DDoS como medida de extorsión financiera a pequeñas y medianas empresas, haciéndoles la vida imposible en Internet.
Lo más interesante del escenario no sólo es la parte técnica utilizada, sino los métodos y procedimientos utilizados para conseguir sus fines.
El documento habla sobre las extorsiones mediante ataques DDoS. Explica que los ciberdelincuentes realizan ataques de denegación de servicio distribuidos para exigir pagos de empresas y sitios web, amenazando con mantener los ataques hasta que se pague. Además, señala que la mayoría de las víctimas de este tipo de extorsiones son pequeñas y medianas empresas.
Este documento proporciona información sobre OPSEC (operational security o seguridad operacional) y cómo proteger la privacidad y seguridad de individuos y organizaciones. Explica los conceptos clave de OPSEC como identificar, controlar y proteger información sensible. También ofrece recomendaciones prácticas como el uso de cifrado, compartimentación, comunicaciones seguras y minimizar los metadatos. El objetivo final de OPSEC es frustrar a cualquier adversario potencial al ocultar capacidades e intenciones.
Governance and Risk in Cloud Computing ModelJohn Sanders
This document outlines a proposed course on developing a governance and risk strategy for cloud computing. The course would be 4-5 hours long and introduce students to cloud computing concepts and how to apply COBIT 5 governance principles to create a simplified cloud strategy. Students would learn about governance, risk management, and cloud models. The course would guide students through assessing risks and developing governance and risk strategies for adopting cloud, documenting the strategies, and planning next steps.
Press event: how to involve media in communication?mertey
This document provides an overview of different types of press events and best practices for planning and executing a successful press event. It discusses formal vs informal event formats, types of events like press conferences and tours, choosing an appropriate format based on goals, and an extensive checklist of tips for planning, invitations, content, and logistics. The overall aim is to effectively involve media and communicate your key messages through a well-organized press event.
This document provides an overview of pragmatics and summarizes several key concepts in pragmatics. It begins with defining pragmatics as the systematic study of language use in context. It then distinguishes pragmatics from semantics and discourse analysis. Several pragmatic concepts are then summarized in 1-2 sentences each, including speech act theory, conversational implicature, conversational maxims, politeness, presupposition, deixis, and reference and inference. The document aims to introduce some of the main topics and approaches in the field of pragmatics.
How Lead Loyal are Women Car Buyers? And why it's important to care
In this session, Scott Pechstein, VP of Sales and lead trainer for Autobytel Inc., highlights the buying motivations of today?s women car buyers and tips to help retailers improve lead loyalty, enhance customer service, and ultimately sell more cars to women consumers.
Car buying landscape: the road ahead by QuoraSocial Samosa
Quora, Talkwalker, and Grant Thornton Bharat collaborate to release a report highlighting the latest car buying trends on digital platforms and how the customer experience will be improved with a shift from physical to digital.
1) Team Vigilin-Tea proposes developing a smart tire monitoring system that monitors tire pressure, temperature and health in real-time and alerts drivers of issues.
2) Market research found that Indian drivers are increasingly concerned about vehicle and tire safety. The product offers features not currently available and could help prevent accidents.
3) The business model involves sourcing components from suppliers and assembling the smart monitoring kits. Distribution would initially be through tire shops and auto part retailers, with an eventual own distribution network.
Get A Drive is a peer-to-peer car sharing marketplace that aims to reduce vehicle ownership by allowing people to rent their idle cars to others when not in use. The founders have relevant experience in marketing, product development, and technology. The solution addresses the problem of high vehicle ownership in India by unlocking unused car capacity. Initial projections estimate high customer lifetime value and return on customer acquisition costs. The company is seeking a seed investment of $200,000 to build the platform and for initial marketing and operations. Key milestones include onboarding the first 100 cars and 1000 users to validate the model.
This document outlines Autosure's digital media strategy to increase brand awareness and lead generation. Autosure is India's first exclusive car test lab, owned by ATS Elgi, a leader in garage equipment. The strategy targets existing car owners and buyers in Coimbatore, which has a population of 2.2 million and 1.4 million registered vehicles. Over a 7 week period, the strategy involves launching YouTube and search ads in weeks 1-2, an online marketplace in week 3, Gmail ads in week 4, Facebook ads and direct mailers in weeks 5-6, and YouTube/magazine ads in week 7, with the goal of a 20% increase in leads and 50% increase in brand
Uber's Market Strategy - An example of modern day business modelsRahul Shaha
This is a presentation on Uber's two-sided market strategy. Tools suchas the Porter's 5 Forces, Business Model Canvas and PESTEL analysis have been used.
A study of consumer behavior on small carsProjects Kart
This document is a study on consumer behavior for small cars in India. It includes an executive summary that outlines the objectives of analyzing brand personality and measuring customer satisfaction for selected car brands. The introduction defines the importance of word-of-mouth recommendations and measuring customer willingness to recommend products. The overview provides context on the growth of the Indian auto industry and market segments.
- Car shopping has largely moved online, with most shoppers conducting extensive online research before visiting dealerships. Shoppers use search engines and auto-specific websites to research multiple vehicles.
- Both new and used car sales set records in 2015, but new cars have become more expensive, leading more shoppers to consider late-model certified pre-owned vehicles. Used car shoppers conduct more in-depth research across multiple devices and vehicles.
- To succeed in used car sales online, dealers need competitive pricing, high-quality listing photos and details, and targeted digital marketing including partnerships, email marketing, and online ads to reach shoppers at different stages of their journey.
The document discusses various digital marketing solutions and analytics tools provided by ADP to automotive dealerships. It highlights features like search engine optimization, paid search advertising, display advertising, website analytics, lead management, and tools for online financing, video hosting, email marketing, live chat, and more. The goal is to help dealers engage online customers and drive higher conversion rates throughout the car buying process.
The global battery market is worth $86 billion annually, with rechargeable batteries making up $50 billion of that. The market is growing at 6% per year. China, India, Brazil, the Czech Republic and South Korea will see some of the strongest gains. The market for electric vehicle batteries will be $37 billion by 2020. The Indian automobile battery industry is worth Rs. 20,000 crores annually, with Exide and Amara Raja being the top players and having the largest market shares in both OEM and replacement markets. Exide and Amara Raja are looking to expand into new markets like marine, aerospace and portable power banks to drive future growth.
Uber is a network orchestrator that connects passengers with drivers through a mobile app. It operates in 57 countries and 300+ cities. The presentation outlines Uber's business model, customer segments, value propositions, pricing structures, growth strategies, challenges and competitors. It discusses Uber's plans to expand into new services like food delivery to diversify its business and continue strong growth. The presentation also considers whether changing Uber's business model to that of an aggregator could help address some legal and regulatory issues.
This document outlines relevant analytical solutions that AAUM, an analytics company founded by IIT Madras alumni, can provide for the automotive after sales market. These include customer acquisitions analysis, customer segmentation and loyalty modeling, customer satisfaction indexing, performance analytics, churn analysis, campaign analytics, forecasting and inventory management, margin analysis, workshop analytics, cross-selling/up-selling recommendations, complaints analytics, and unstructured data analysis. AAUM brings experience in developing advanced statistical models and working with Fortune 100 companies to solve business problems.
Mastering Google Advertising, an introduction to Google AdwordsTony Truong
1. The document provides guidance on mastering Google advertising by finding demand through search data, capturing demand through paid search ads and organic listings, and measuring results.
2. It recommends using Google search volumes as a barometer to understand trends and timelines that can inform advertising campaigns. Search data can provide insights into related topics, keywords, and regional interests.
3. Google advertising platforms like Search, YouTube, and the Display Network can help capture demand by connecting users wherever they are online through paid search ads, video ads, and contextual display ads. Conversion tracking and analytics are important to measure the results and ROI of online and offline campaigns.
- Vehicle shoppers form an initial consideration set of brands before actively shopping, influenced by past experiences and exposures.
- Most shoppers discover or switch to the brand they ultimately buy while actively shopping in-market, with digital tools becoming the primary research sources.
- Shoppers open to multiple brands are younger, more affluent, and more likely to switch brands. They extensively research across digital screens including mobile/tablet.
- Reaching these open-minded in-market shoppers involves video and multi-screen experiences to drive consideration of brands across the path to purchase.
Carfax plans to expand into China's growing used car market by providing vehicle history reports. Key points:
1) Carfax will analyze China's used car market opportunity, facing competition from local vehicle inspection services.
2) The plan outlines market segmentation, targeting dealers and young buyers, and differentiating Carfax reports as comprehensive and electronic.
3) Marketing will position Carfax as promoting transparency, with strategies including digital advertising, partnerships, and 24/7 customer support.
Car Stylo is a proposed car accessories firm that will partner with Hyundai and Maruti Suzuki dealerships to provide accessories to customers. The business plan outlines offering a variety of accessories at affordable prices, including car stereos, mats, steering covers, rear view cameras, seat covers, and LED lights. A team of 4 will initially focus on covering costs while gaining customers in Raigarh, with plans to later expand to Raipur and Bilaspur. Financial projections estimate increasing sales and profits over the first year of operation.
Dealer Technology Concepts provides data-driven used vehicle sourcing service...dtconcepts
Dealer Technology Concepts provides buy-side research, portfolio management assistance and vAuto-driven used vehicle sourcing for retail auto dealers. DTC also consults with dealers on used car merchandising strategies and offers training and eBusiness consulting services.
The document provides an overview of disruptive forces facing automotive dealerships and scenarios for their survival. It discusses 6 disruptive forces including digitization of the car sales journey, changing customer expectations, rise of mobility services, decreasing need for car ownership among younger generations, advancements in electric and autonomous vehicles, and declining dealership profitability. It then outlines 5 elements of the dealership experience that may not be disrupted like test drives, used car sales, service, human touch, and good customer experience. Finally, it proposes 10 survival scenarios for dealerships with examples including experience centers, digital showrooms, brand flagship stores, and partnerships like Maserati's with Alibaba to create smart stores.
Market Analysis of Consumer Durables(Automobile Industry)Naresh Kumar
The document provides an analysis of the consumer durables market in India, with a focus on the automobile sector. It discusses trends in the overall consumer durables market and automobile industry. Key findings from consumer surveys are presented, including demographic data and the most important factors influencing vehicle purchases. Brand recall and preferences for different automakers are shown based on criteria like price, mileage, looks, and after-sales service. The analysis uses tools like tables, graphs, and SPSS to examine the data.
Automotive Inventory Syndication - Take Control of Your Marketing and Your In...Lydie Wolfensperger
AT results at a fraction of the cost. Automotive syndication allows dealers to take control of their marketing and their inventory. It automates the creation of car videos with voice-overs and vehicle specific landing pages (VSLPs aka VDPs). It maintains brand consistency while distributing inventory around the net. In essence it provides unheard of exposure and results for a fraction of the cost of AT alone.
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...Suzanne Lagerweij
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Mastering the Concepts Tested in the Databricks Certified Data Engineer Assoc...SkillCertProExams
• For a full set of 760+ questions. Go to
https://skillcertpro.com/product/databricks-certified-data-engineer-associate-exam-questions/
• SkillCertPro offers detailed explanations to each question which helps to understand the concepts better.
• It is recommended to score above 85% in SkillCertPro exams before attempting a real exam.
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This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie WellsRosie Wells
Insight: In a landscape where traditional narrative structures are giving way to fragmented and non-linear forms of storytelling, there lies immense potential for creativity and exploration.
'Collapsing Narratives: Exploring Non-Linearity' is a micro report from Rosie Wells.
Rosie Wells is an Arts & Cultural Strategist uniquely positioned at the intersection of grassroots and mainstream storytelling.
Their work is focused on developing meaningful and lasting connections that can drive social change.
Please download this presentation to enjoy the hyperlinks!
Carrer goals.pptx and their importance in real lifeartemacademy2
Career goals serve as a roadmap for individuals, guiding them toward achieving long-term professional aspirations and personal fulfillment. Establishing clear career goals enables professionals to focus their efforts on developing specific skills, gaining relevant experience, and making strategic decisions that align with their desired career trajectory. By setting both short-term and long-term objectives, individuals can systematically track their progress, make necessary adjustments, and stay motivated. Short-term goals often include acquiring new qualifications, mastering particular competencies, or securing a specific role, while long-term goals might encompass reaching executive positions, becoming industry experts, or launching entrepreneurial ventures.
Moreover, having well-defined career goals fosters a sense of purpose and direction, enhancing job satisfaction and overall productivity. It encourages continuous learning and adaptation, as professionals remain attuned to industry trends and evolving job market demands. Career goals also facilitate better time management and resource allocation, as individuals prioritize tasks and opportunities that advance their professional growth. In addition, articulating career goals can aid in networking and mentorship, as it allows individuals to communicate their aspirations clearly to potential mentors, colleagues, and employers, thereby opening doors to valuable guidance and support. Ultimately, career goals are integral to personal and professional development, driving individuals toward sustained success and fulfillment in their chosen fields.
XP 2024 presentation: A New Look to Leadershipsamililja
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
5. The Moral—not about beer cans
But the story:
- not about beer cans
The main plot:
-The obsolete tool
(churchkey)
TODAY’S CONVENTION
was
YESTERDAY’S
INVENTION
6. New Rules, New Tools
WHEN RULES CHANGE,
TOOLS NEED TO CHANGE!
12. The New Consumer Decision Journey
PURCHASING FUNNEL— a simple straight route
NEW CONSUMER DECISION JOURNEY—more complex and
unpredictable
13. The Active Evaluation Phase
• Active evaluation adds 2-3 more brands to your initial consideration
• Only BUDGET and COLOR are non-negotiable
• At least ONE brand initially considered gets eliminated
• 54% of car buyers change their consideration set during their research
phase
14. Google searches—in evaluation phase
40%
YoY growth in car queries
100+
queries every second on Google
search
8-10 times daily
On average every car buyer uses
Google search during his car
buying journey
50%
car buyers research themselves
25-30%
additional car buyers have
their friends and family
research for the car purchase
16. Solving A Big Data Problem
• Are search queries related to real-world activity?
• If so, which search categories/queries are relevant?
Consumer activity needs to be associated with search queries
17. In A Big Data World
QUANT
OLD
TOOLS
BIG
DATA
WEEK #1
18. Big Data—solution or problem?
1) ADAPTABILITY
TRADITIONAL DECISION SUPPORT TOOLS
SHORTCOMINGS:
GAME-CHANGER?
INFORMATION OVERLOAD?
2) SCALE
23. Consumer Querimetrix
• Identifies proxy indicators
• Delivers on-ground insights
• Nowcasts to stay ahead of the herd
• Catches inflection points earlier
• Derives business insights using digital
footprints
24. Consumer Querimetrix
• identifies proxy indicators
• Delivers on-ground insights
• Nowcasts to stay ahead of the herd
• Catches inflection points earlier
• Derives business insights using digital
footprints
25. Querimetrix—as a proxy indicator
• OLX is a clear leader from Google Trends data
OLX leads Quikr in auto-related queries on Google
Normalized query trends for India car classifieds, 2004-current
Source: Google Trends, Kotak Institutional Equities
0
20
40
60
80
100
120
Jan-04
Jun-04
Dec-04
May-05
Nov-05
Apr-06
Oct-06
Mar-07
Sep-07
Feb-08
Aug-08
Jan-09
Jul-09
Dec-09
Jun-10
Nov-10
May-11
Oct-11
Apr-12
Sep-12
Mar-13
Sep-13
Feb-14
Aug-14
Jan-15
Jul-15
Dec-15
carwale cartrade olx quikr
26. Consumer Querimetrix
• Identifies proxy indicators
• Delivers on-ground insights
• Nowcasts to stay ahead of the herd
• Catches inflection points earlier
• Derives business insights using digital
footprints
27. The Maruti Baleno car launch
21,000+
Bookings in 10 days after launch
56,000
footfalls in 10 days of launch
9,000
November 2015 sales (>i20)
40,000+
Bookings since launch
28. Querimetrix—an ear to the ground
0
20
40
60
80
100
Nov-11
Jan-12
Mar-12
Jun-12
Aug-12
Oct-12
Dec-12
Mar-13
May-13
Jul-13
Oct-13
Dec-13
Feb-14
May-14
Jul-14
Sep-14
Nov-14
Feb-15
Apr-15
Jun-15
Sep-15
Nov-15
Honda Amaze Ford Ecosport Hyundai Creta
Maruti Suzuki S-Cross Hyundai Xcent Renault Kwid
Car model launches result in large online inquiry of launched model
Google Trends search volumes of recently launched cars in India, 2011-15
Source: Google Trends, Kotak Institutional Equities
Kwid
Second-best launch
Baleno
Best launch of the year
29. Querimetrix—on ground insights
A linear relationship is evident between advance bookings and search volumes
The relationship between search queries and advance bookings during car launches
Source: Google Trends, Kotak Institutional Equities
0
10,000
20,000
30,000
40,000
0 20 40 60 80 100
Maruti S-Cross Hyundai Creta Hyundai Xcent Honda Amaze
Ford Ecosport Trend Maruti Baleno Linear (Trend)
Indexed Google query volumes
Advancebookings
higher
search-
share
higher
bookings
30. Querimetrix—an ear to the ground
Advertising spends may not always guarantee digital buzz
The relationship between traditional media spend and advance bookings during car launches
Source: Google Trends, TAM, Kotak Institutional Equities
0
20,000
40,000
60,000
80,000
100,000
0 20 40 60 80 100
Maruti S-Cross Hyundai Creta Hyundai Xcent
Indexed Google search share
Advertisingspends(Rs.'000)
Notes:
(a) Advertising spends are based on TAM estimates of TV and Print spends during launch week.
NO
linear relationship
31. Consumer Querimetrix
• Identifies proxy indicators
• Delivers on-ground insights
• Nowcasts to stay ahead of the herd
• Catches inflection points earlier
• Derives business insights using digital
footprints
32. Consumer Querimetrix
• Identifies proxy indicators
• Delivers on-ground insights
• Nowcasts to stay ahead of the herd
• Catches inflection points earlier
• Derives business insights using digital
footprints
33. Querimetrix—nowcasting
Querimetrix nowcasts ~195,00 passenger car sales in January
Consumer Querimetrix nowcasts of total passenger car sales, 2009-16 (units)
Source: SIAM, Kotak Institutional Equities
0
50,000
100,000
150,000
200,000
250,000
Jan-09
Jul-09
Jan-10
Jul-10
Jan-11
Jul-11
Jan-12
Jul-12
Jan-13
Jul-13
Jan-14
Jul-14
Jan-15
Jul-15
Jan-16
Total passenger cars (units) Passenger car sales nowcasts (units)
23%
Reduction in prediction
error (MAE) over
traditional models
performs better near
Inflection
points
34. Consumer Querimetrix
• Identifies proxy indicators
• Delivers on-ground insights
• Nowcasts to stay ahead of the herd
• Catches inflection points earlier
• Derives business insights using digital
footprints
36. Car finance—moves up the ladder
Car loan searches and car comparisons happening simultaneously
Google Correlate results for the keyword 'car loan' in India and US, 2004-15
Source: Google Correlate, Kotak Institutional Equities
• More loans to be sourced
directly
Loan origination costs may come down
• Dealer profitability may come
down
OEMs may need to increase incentive
• Car financing can be a
differentiator
Captive financing can innovate
Jan-04
Sep-04
May-05
Jan-06
Oct-06
Jun-07
Feb-08
Nov-08
Jul-09
Mar-10
Nov-10
Aug-11
Apr-12
Dec-12
Sep-13
May-14
Jan-15
car loan (IN) compare cars (IN) emi calculator (IN)
37. Used car markets—influencing car sales
1
1
+223%
yoy growth in used car queries
Online classifieds
queries impede
new car
sales
Trade-in
an important retention
strategy
Online
Substitute
Entry-level car with a second-hand car
38. Evaluation—landscape gets competitive
0
20
40
60
80
100
120
2010 2015
Maruti Suzuki Hyundai
Maruti Suzuki and Hyundai have both lost search-share since CY2010
Normalized query trends for Indian car OEMs, 2004-current
Source: Google Trends, Kotak Institutional Equities
All options
are being evaluated
39. Evaluation—mindshare gets costlier
Rising advertising spends indicate costlier mindshare
Estimated ad spends per car sale for OEMs in India, 2012-2015 (Rs/car)
Source: TAM, Kotak Institutional Equities
0
1,000
2,000
3,000
4,000
5,000
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
10,000
2012 2013 2014 2015
Maruti Udyog Ltd Hyundai Motor India Ltd
Honda Siel Cars India Ltd Total passenger cars
Notes:
(a) TAM data used for TV and Print advertising spends (discounted from rate
card).
(b) Advertising spends are divided over total car and utility vehicle sales.
(c) TAM data available till August 31, 2015.
41. Relating search queries and car sales
CAR
SALES
SEARCH
QUERIES
• More model searches (i10 & i20), more salesSIMPL
E
SIMPLER • More potential car buyers, more Maruti
demand
43. Querimetrix: just warming up!
0
10
20
30
40
50
60
Dec-04
Dec-05
Dec-06
Dec-07
Dec-08
Dec-09
Dec-10
Dec-11
Dec-12
Dec-13
Dec-14
Hero MotoCorp Bajaj Auto TVS Motor Company
honda bikes Yamaha Motor Company Royal Enfield
Two wheelers do not mean Bajaj and Hero anymore!
Normalized 12-month rolling Google Trends for various two wheeler manufacturers
Source: TAM, Kotak Institutional Equities