This document summarizes research into whether Lyft is more successful than Uber among college students in Los Angeles. The research included media analysis, focus groups, polls, and analyzing social media sentiment. Most of the primary research showed that students prefer Uber overall due to past experience with the brand and perception of it being more reliable, whereas Lyft is seen as too casual with forced interaction with drivers. Thus, the conclusion is that Lyft is actually less successful than Uber in this demographic due to its approachable branding.
Erik Koral has 15 years of marketing experience and recently became a Lyft driver. He proposes three marketing ideas for Lyft: 1) Rebooting "Pimp My Ride" as "Pimp My Lyft" on YouTube to inspire themed driver experiences. 2) Creating an app game called "LyftCompete" that rewards drivers for sharing content and performing community engagement. 3) Leveraging celebrity brand ambassadors by staging publicity stunts of celebrities using themed Lyft vehicles. The goals are to distinguish Lyft through unique experiences, reengage drivers, and generate widespread publicity.
The document compares Lyft and Uber across several dimensions including drivers, customers, pricing, apps, and community building. It finds that while the differences between the two platforms are not significant, Lyft has fallen behind Uber in key areas like market share, brand awareness, and valuation. The document proposes solutions for Lyft to differentiate itself by establishing a unique brand focused on social activities and young people, targeting this niche market, innovating loyalty programs and ride recommendations, and building a stronger community platform.
Lyft in a New Era of Technology-Enabled Mobility: Implications for Policy and...Emily Castor
This document discusses Lyft and how it is affecting mobility. It notes that Lyft started as a way to increase carpooling by making it more convenient and reliable through their ride-hailing platform. Lyft has now expanded to 65 cities in the US and given over 10 million rides. The document also examines how Lyft is helping with last-mile transportation, reducing traffic and emissions, and providing transportation options in underserved areas through their shared Lyft Line service. Finally, it addresses some of the policy issues around regulating transportation network companies and peer-to-peer driving services.
L.E.K. & Huron Consulting Case CompetitionElbert Kim
The Case: Recommend a plan for Lyft ($5 billion) to close its valuation gap against its competitor Uber ($62.5 billion) in the next 10 years.
By the Cash Flow Consultants
Lyft reported 4 million rides in the first half of 2015, generating $17 million in revenue but $38 million in losses, with $96.1 million spent on marketing. While Lyft aims to have fewer cars on the road by filling empty seats, competition is fierce as Uber also seeks to be people's preferred private driver. Some predict Lyft may form an anti-Uber alliance to better compete against their larger rival.
What role to Lyft drivers play in the overall scheme of brand strategy? This project takes a closer look at the driver component of the Lyft group project to find out.
Uber and Lyft both utilize social media platforms like Facebook, Twitter, Instagram, LinkedIn and YouTube to market their ride-sharing services. The document analyzes each company's presence on these platforms, noting things like posting frequency, content strategy, and follower counts. It determines that while Uber succeeds in more formal environments, Lyft wins by taking a fun, entertaining approach that consistently engages customers. Lyft posts new, relevant material on all of its platforms to capture attention in the competitive social media space.
Lyft was founded in 2007 as Zimride and became Lyft in 2013. It is a ridesharing platform that connects passengers who need rides to nearby drivers using their personal vehicles. Key aspects of Lyft's business model include matching riders and drivers through their mobile app, offering multiple car options and payment processing within the app. Lyft generates revenue primarily through commissions from each ride completed through the platform. It focuses on providing affordable, convenient transportation to users while also offering drivers a flexible way to earn additional income.
Erik Koral has 15 years of marketing experience and recently became a Lyft driver. He proposes three marketing ideas for Lyft: 1) Rebooting "Pimp My Ride" as "Pimp My Lyft" on YouTube to inspire themed driver experiences. 2) Creating an app game called "LyftCompete" that rewards drivers for sharing content and performing community engagement. 3) Leveraging celebrity brand ambassadors by staging publicity stunts of celebrities using themed Lyft vehicles. The goals are to distinguish Lyft through unique experiences, reengage drivers, and generate widespread publicity.
The document compares Lyft and Uber across several dimensions including drivers, customers, pricing, apps, and community building. It finds that while the differences between the two platforms are not significant, Lyft has fallen behind Uber in key areas like market share, brand awareness, and valuation. The document proposes solutions for Lyft to differentiate itself by establishing a unique brand focused on social activities and young people, targeting this niche market, innovating loyalty programs and ride recommendations, and building a stronger community platform.
Lyft in a New Era of Technology-Enabled Mobility: Implications for Policy and...Emily Castor
This document discusses Lyft and how it is affecting mobility. It notes that Lyft started as a way to increase carpooling by making it more convenient and reliable through their ride-hailing platform. Lyft has now expanded to 65 cities in the US and given over 10 million rides. The document also examines how Lyft is helping with last-mile transportation, reducing traffic and emissions, and providing transportation options in underserved areas through their shared Lyft Line service. Finally, it addresses some of the policy issues around regulating transportation network companies and peer-to-peer driving services.
L.E.K. & Huron Consulting Case CompetitionElbert Kim
The Case: Recommend a plan for Lyft ($5 billion) to close its valuation gap against its competitor Uber ($62.5 billion) in the next 10 years.
By the Cash Flow Consultants
Lyft reported 4 million rides in the first half of 2015, generating $17 million in revenue but $38 million in losses, with $96.1 million spent on marketing. While Lyft aims to have fewer cars on the road by filling empty seats, competition is fierce as Uber also seeks to be people's preferred private driver. Some predict Lyft may form an anti-Uber alliance to better compete against their larger rival.
What role to Lyft drivers play in the overall scheme of brand strategy? This project takes a closer look at the driver component of the Lyft group project to find out.
Uber and Lyft both utilize social media platforms like Facebook, Twitter, Instagram, LinkedIn and YouTube to market their ride-sharing services. The document analyzes each company's presence on these platforms, noting things like posting frequency, content strategy, and follower counts. It determines that while Uber succeeds in more formal environments, Lyft wins by taking a fun, entertaining approach that consistently engages customers. Lyft posts new, relevant material on all of its platforms to capture attention in the competitive social media space.
Lyft was founded in 2007 as Zimride and became Lyft in 2013. It is a ridesharing platform that connects passengers who need rides to nearby drivers using their personal vehicles. Key aspects of Lyft's business model include matching riders and drivers through their mobile app, offering multiple car options and payment processing within the app. Lyft generates revenue primarily through commissions from each ride completed through the platform. It focuses on providing affordable, convenient transportation to users while also offering drivers a flexible way to earn additional income.
Lyft's 2018 social media strategy aims to increase traffic and revenue through expanded social media presence. Key objectives include growing followers across platforms like Twitter, Facebook, Instagram and LinkedIn, and increasing unique visitors by 30% by October 2018. The strategy involves paid ads, introducing a new hashtag, launching a rewards program, and defining brand persona and voice as fearless, convenient and happy. It also establishes social media roles and policies, and critical response plans for incidents like inappropriate tweets or car crashes without injuries.
Lyft is pursuing a long-term strategy to become the leading provider of autonomous ridesharing services, which are estimated to become a $7 trillion industry by 2050. Rather than focusing on developing autonomous vehicle technology itself, Lyft aims to build the best ridesharing network and leverage partnerships. This will allow it to capture more of the future autonomous ridesharing market as consumers adopt the new technology. In the short term, Lyft is exploring new products and revenue streams like in-car vending machines to improve the passenger experience and increase vehicle utilization.
Lyft, a ride-sharing service startup, needed to quickly grow brand awareness and customer engagement across 35 cities. Sum Digital launched over 120 mobile and desktop campaigns on Google AdWords and over 150 campaigns on Facebook Ads using targeting strategies. This digital marketing solution drove month over month growth of 75% in app downloads from Facebook Ads and a total of 480,000 app downloads from Google AdWords and 120,000 from Facebook Ads, helping Lyft expand its business.
Lyft was founded in 2007 as Zimride by Logan Green and Josh Zimmer to provide long-distance college rides. It was officially launched as Lyft in 2012 and has since grown significantly with over $3 billion in total funding raised. While still losing money, Lyft's revenue reached $700 million in 2016 and it continues to invest heavily in self-driving cars and new services to compete with industry leader Uber. Lyft differentiates itself from Uber by focusing on a friendlier experience through its community-oriented brand.
Enterprise Car Share is a car sharing service that is gaining popularity but still lags behind market leader Zipcar in certain metrics. Zipcar has significantly more website traffic with over 1.5 million average monthly visits compared to Enterprise's 173,000. Zipcar also has a lower bounce rate and more pages viewed per visit, suggesting better site usability. To improve, Enterprise could add 360-degree vehicle views and simplify the rental process with a prominent "Rent Now" button to guide customers through selection and payment more directly.
Brian Cu of Grab Taxi -at DevCon Summit 2013 #MobileDevNBeyondDEVCON
Mobile phones have become a great equalizer by enabling services through smartphone apps. GrabTaxi addresses the problem of unmet supply and demand between taxi drivers and passengers by connecting them through its app. The app allows passengers to order a taxi that can arrive within 5 minutes, and drivers to get passengers easily. By balancing supply and demand and creating trust between drivers and passengers through a good experience, GrabTaxi has built a successful two-sided platform for on-demand transportation.
The study also throws up interesting observations like 33% of the users of Merucab users were unsatisfied. They have a very high negative sentiment towards the brand. This has led to the creation of hate accounts on Twitter.
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 summarizes Grab's key competitors and provides personas of potential Grab users. The direct competitors of Grab include Uber, Ryde, and ComfortDelGro for their GrabTaxi service. Two personas are described: Rose, a 24-year-old female bank worker who is new to Singapore and wants easy transportation, and Joe, a 30-year-old self-employed man who values simplicity and good value. Market research and publications from Singapore's Land Transport Authority were used as sources.
GrabTaxi's strategy in Southeast Asia focuses on localization rather than globalization. It partners with local taxi operators and regulators, cultivating a friendly neighborhood image in contrast to Uber's more aggressive corporate approach. While competition may evolve similarly to messaging apps with no clear global winner, the region favors local players due to differences in languages, cultures, and regulators. GrabTaxi's current strategy experiments with new services leveraging its strength in Southeast Asia, rather than expanding globally with limited funding against entrenched competitors. It aims to focus on safety, speed, and certainty through continual technology and fleet improvements to meet demand and customer expectations.
The document analyzes traffic and engagement data for the websites of Enterprise Car Share and its competitor Zipcar. It finds that Zipcar has significantly more visits, visitors, pages per visit, and longer visit durations than Enterprise Car Share. Enterprise Car Share's bounce rate is too high and it lacks the page views and time on site of the more established Zipcar. The document recommends Enterprise Car Share improve engagement by providing more detailed vehicle photos and information to help consumers make informed rental decisions.
The document summarizes a business model for an autonomous taxi service. It outlines key partners like logistics companies and technology providers. Services offered include easy travel from place to place using autonomous taxis without needing to search for parking or rent a car. Target customers are people in metropolitan cities between ages 8-100, focusing on daily commuters and tourists. Marketing channels include participating in large events and using customer satisfaction surveys and loyalty programs.
The document outlines plans for a one year marketing campaign to launch the new smart electric drive vehicle in the United States, including generating awareness through an initial teaser campaign, driving engagement with an online puzzle contest where participants solve riddles to unlock clues across different cities, and culminating with a launch event and longer term social media presence to promote the brand's message that being green, tech-savvy and unique is the new definition of "cool".
THE BATTLE OF TAXI APPLICATIONS (Grabtaxi Vs Easy taxi)Long Nguyen
Grab had more Facebook fans than Easytaxi. Grab ran various discount campaigns that provided more savings for customers. An "iPhone 6" promotion by Grab attracted many people. Most of Easytaxi's promotions focused on Hanoi residents. Overall, Grab's campaigns offered more benefits to customers and its community on Facebook was more active with more positive user reviews.
Josh Squire: The Last Mile DAO
DAO Camp 2022
Website: https://daocamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/DAO-Camp-102442798988862/
Mock Market Research Survey for Women's Cab ServicesNeville Chesan
Viira Cabs, a women-only taxi service in Mumbai, commissioned a market research survey from IQ Research to inform plans to expand. The survey found:
1) There is high demand for women's taxi services, but low awareness - only 20% of women surveyed were aware of such services.
2) Safety is the top priority for women, with over 80% regarding it as most important when choosing a taxi.
3) Over 70% of women are willing to pay more for additional safety features like GPS tracking and emergency buttons.
The survey recommends that Viira Cabs retain its focus on being a women-only service and increase efforts to raise awareness of its brand given the clear
Enterprise Car Share & Traffic AnalysisMaddy Zeller
Enterprise CarShare offers a membership-based car sharing service where vehicles are parked at specific locations. It has over 130 locations on college campuses. While it has a lower number of average monthly visitors and unique visitors than competitor ZipCar, Enterprise CarShare has an appealing website that provides valuable information concisely on the landing page. To improve engagement, Enterprise CarShare could consider adding a vehicle matching feature to recommend suitable vehicles based on a user's needs.
This document provides a business plan for TapCab, a taxi ordering smartphone app. It will connect licensed taxi drivers and passengers using GPS technology. The app will allow passengers to easily request the nearest available taxi and see pickup location, cost and time estimates. Drivers will only pay per successful trip booked through the app. The plan outlines revenue streams, target customer segments, value propositions, competition, and financial and marketing strategies. Key aspects include partnering initially with smaller taxi companies to test the app, rapidly expanding to larger companies, and acquiring drivers and passengers through digital marketing and partnerships.
This past semester I enrolled in COMS 325, or Social Media Strategies for Public Relations. Our final project entailed creating a detailed social media campaign for any company we wanted.
My team and I chose Lyft, which allowed me the opportunity to serve our group as Account Executive. As Account Executive, I spearheaded deadlines, meet ups for our projects, motivation, difficult conversation that held teammates accountable, listened, received feedback on my leadership, edited, and proofread for our final project.
My Account Managers and I noticed backlash on Lyft's social media outlets including complaints on safety, privacy, and bad driver experiences; additionally, we found a lack of college aged students featured on their social media accounts. "Team NOLA" believes we crafted a campaign that bridges safety for anyone attending a junior college/university/graduate school with a reduced price ride back to campus in the attached document.
This document outlines a proposed transmedia branding campaign called #LyftLove for Lyft to redefine its image and increase its market share. The goals are to increase Lyft's favorability among teens and parents, boost social engagement, and increase positive media coverage. The key strategies include creating shareable digital content that emphasizes Lyft's dedication to safety and community, collaborating with local businesses, and publicly addressing issues through a video series. Tactics involve producing a docuseries, hosting discussions and events, offering special rides, and partnering with influencers. The campaign aims to achieve its objectives by 2020 through engaging audiences on multiple platforms.
Lyft's 2018 social media strategy aims to increase traffic and revenue through expanded social media presence. Key objectives include growing followers across platforms like Twitter, Facebook, Instagram and LinkedIn, and increasing unique visitors by 30% by October 2018. The strategy involves paid ads, introducing a new hashtag, launching a rewards program, and defining brand persona and voice as fearless, convenient and happy. It also establishes social media roles and policies, and critical response plans for incidents like inappropriate tweets or car crashes without injuries.
Lyft is pursuing a long-term strategy to become the leading provider of autonomous ridesharing services, which are estimated to become a $7 trillion industry by 2050. Rather than focusing on developing autonomous vehicle technology itself, Lyft aims to build the best ridesharing network and leverage partnerships. This will allow it to capture more of the future autonomous ridesharing market as consumers adopt the new technology. In the short term, Lyft is exploring new products and revenue streams like in-car vending machines to improve the passenger experience and increase vehicle utilization.
Lyft, a ride-sharing service startup, needed to quickly grow brand awareness and customer engagement across 35 cities. Sum Digital launched over 120 mobile and desktop campaigns on Google AdWords and over 150 campaigns on Facebook Ads using targeting strategies. This digital marketing solution drove month over month growth of 75% in app downloads from Facebook Ads and a total of 480,000 app downloads from Google AdWords and 120,000 from Facebook Ads, helping Lyft expand its business.
Lyft was founded in 2007 as Zimride by Logan Green and Josh Zimmer to provide long-distance college rides. It was officially launched as Lyft in 2012 and has since grown significantly with over $3 billion in total funding raised. While still losing money, Lyft's revenue reached $700 million in 2016 and it continues to invest heavily in self-driving cars and new services to compete with industry leader Uber. Lyft differentiates itself from Uber by focusing on a friendlier experience through its community-oriented brand.
Enterprise Car Share is a car sharing service that is gaining popularity but still lags behind market leader Zipcar in certain metrics. Zipcar has significantly more website traffic with over 1.5 million average monthly visits compared to Enterprise's 173,000. Zipcar also has a lower bounce rate and more pages viewed per visit, suggesting better site usability. To improve, Enterprise could add 360-degree vehicle views and simplify the rental process with a prominent "Rent Now" button to guide customers through selection and payment more directly.
Brian Cu of Grab Taxi -at DevCon Summit 2013 #MobileDevNBeyondDEVCON
Mobile phones have become a great equalizer by enabling services through smartphone apps. GrabTaxi addresses the problem of unmet supply and demand between taxi drivers and passengers by connecting them through its app. The app allows passengers to order a taxi that can arrive within 5 minutes, and drivers to get passengers easily. By balancing supply and demand and creating trust between drivers and passengers through a good experience, GrabTaxi has built a successful two-sided platform for on-demand transportation.
The study also throws up interesting observations like 33% of the users of Merucab users were unsatisfied. They have a very high negative sentiment towards the brand. This has led to the creation of hate accounts on Twitter.
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 summarizes Grab's key competitors and provides personas of potential Grab users. The direct competitors of Grab include Uber, Ryde, and ComfortDelGro for their GrabTaxi service. Two personas are described: Rose, a 24-year-old female bank worker who is new to Singapore and wants easy transportation, and Joe, a 30-year-old self-employed man who values simplicity and good value. Market research and publications from Singapore's Land Transport Authority were used as sources.
GrabTaxi's strategy in Southeast Asia focuses on localization rather than globalization. It partners with local taxi operators and regulators, cultivating a friendly neighborhood image in contrast to Uber's more aggressive corporate approach. While competition may evolve similarly to messaging apps with no clear global winner, the region favors local players due to differences in languages, cultures, and regulators. GrabTaxi's current strategy experiments with new services leveraging its strength in Southeast Asia, rather than expanding globally with limited funding against entrenched competitors. It aims to focus on safety, speed, and certainty through continual technology and fleet improvements to meet demand and customer expectations.
The document analyzes traffic and engagement data for the websites of Enterprise Car Share and its competitor Zipcar. It finds that Zipcar has significantly more visits, visitors, pages per visit, and longer visit durations than Enterprise Car Share. Enterprise Car Share's bounce rate is too high and it lacks the page views and time on site of the more established Zipcar. The document recommends Enterprise Car Share improve engagement by providing more detailed vehicle photos and information to help consumers make informed rental decisions.
The document summarizes a business model for an autonomous taxi service. It outlines key partners like logistics companies and technology providers. Services offered include easy travel from place to place using autonomous taxis without needing to search for parking or rent a car. Target customers are people in metropolitan cities between ages 8-100, focusing on daily commuters and tourists. Marketing channels include participating in large events and using customer satisfaction surveys and loyalty programs.
The document outlines plans for a one year marketing campaign to launch the new smart electric drive vehicle in the United States, including generating awareness through an initial teaser campaign, driving engagement with an online puzzle contest where participants solve riddles to unlock clues across different cities, and culminating with a launch event and longer term social media presence to promote the brand's message that being green, tech-savvy and unique is the new definition of "cool".
THE BATTLE OF TAXI APPLICATIONS (Grabtaxi Vs Easy taxi)Long Nguyen
Grab had more Facebook fans than Easytaxi. Grab ran various discount campaigns that provided more savings for customers. An "iPhone 6" promotion by Grab attracted many people. Most of Easytaxi's promotions focused on Hanoi residents. Overall, Grab's campaigns offered more benefits to customers and its community on Facebook was more active with more positive user reviews.
Josh Squire: The Last Mile DAO
DAO Camp 2022
Website: https://daocamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/DAO-Camp-102442798988862/
Mock Market Research Survey for Women's Cab ServicesNeville Chesan
Viira Cabs, a women-only taxi service in Mumbai, commissioned a market research survey from IQ Research to inform plans to expand. The survey found:
1) There is high demand for women's taxi services, but low awareness - only 20% of women surveyed were aware of such services.
2) Safety is the top priority for women, with over 80% regarding it as most important when choosing a taxi.
3) Over 70% of women are willing to pay more for additional safety features like GPS tracking and emergency buttons.
The survey recommends that Viira Cabs retain its focus on being a women-only service and increase efforts to raise awareness of its brand given the clear
Enterprise Car Share & Traffic AnalysisMaddy Zeller
Enterprise CarShare offers a membership-based car sharing service where vehicles are parked at specific locations. It has over 130 locations on college campuses. While it has a lower number of average monthly visitors and unique visitors than competitor ZipCar, Enterprise CarShare has an appealing website that provides valuable information concisely on the landing page. To improve engagement, Enterprise CarShare could consider adding a vehicle matching feature to recommend suitable vehicles based on a user's needs.
This document provides a business plan for TapCab, a taxi ordering smartphone app. It will connect licensed taxi drivers and passengers using GPS technology. The app will allow passengers to easily request the nearest available taxi and see pickup location, cost and time estimates. Drivers will only pay per successful trip booked through the app. The plan outlines revenue streams, target customer segments, value propositions, competition, and financial and marketing strategies. Key aspects include partnering initially with smaller taxi companies to test the app, rapidly expanding to larger companies, and acquiring drivers and passengers through digital marketing and partnerships.
This past semester I enrolled in COMS 325, or Social Media Strategies for Public Relations. Our final project entailed creating a detailed social media campaign for any company we wanted.
My team and I chose Lyft, which allowed me the opportunity to serve our group as Account Executive. As Account Executive, I spearheaded deadlines, meet ups for our projects, motivation, difficult conversation that held teammates accountable, listened, received feedback on my leadership, edited, and proofread for our final project.
My Account Managers and I noticed backlash on Lyft's social media outlets including complaints on safety, privacy, and bad driver experiences; additionally, we found a lack of college aged students featured on their social media accounts. "Team NOLA" believes we crafted a campaign that bridges safety for anyone attending a junior college/university/graduate school with a reduced price ride back to campus in the attached document.
This document outlines a proposed transmedia branding campaign called #LyftLove for Lyft to redefine its image and increase its market share. The goals are to increase Lyft's favorability among teens and parents, boost social engagement, and increase positive media coverage. The key strategies include creating shareable digital content that emphasizes Lyft's dedication to safety and community, collaborating with local businesses, and publicly addressing issues through a video series. Tactics involve producing a docuseries, hosting discussions and events, offering special rides, and partnering with influencers. The campaign aims to achieve its objectives by 2020 through engaging audiences on multiple platforms.
This is an Iterable User Engagement Teardown comparing Uber and Lyft's user engagement strategies in the first 2 weeks post-signup.
After evaluating all emails and texts received, we identify what these companies do well and where there is room for improvement. Everything shown in the slides (and any recommendations) can be implemented with Iterable's Growth Marketing Platform.
To view more User Engagement Teardowns, visit http://iterable.com/teardown
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.
Lyft is a ridesharing company that launched in San Francisco in 2012 and has since expanded to 24 cities, providing over 30,000 rides per week. It has received $83 million in funding and takes a 20% commission per ride. While facing regulatory challenges from the California Public Utilities Commission, Lyft has strong customer loyalty and a thriving community of drivers, positioning it for continued growth as it expands into new markets despite competition from other ridesharing companies.
Laughing with Strangers: The Comedy of LyftEmily Castor
Lyft uses humor and goofiness through their pink mustache logo to help riders feel more comfortable getting into cars with strangers. The director of community relations at Lyft discusses how humor can help break down barriers and create bonds between people. By designing the Lyft experience like an improv scene and fostering a culture of creativity and agreement between riders and drivers, Lyft aims to help people feel more trusting and less awkward about riding with strangers.
Lyft is a peer-to-peer ridesharing company that has raised $332.5 million in funding and reached a $700 million valuation, though it has only generated $2.2 million in revenue. Founded in 2012 as Zimride, it officially became Lyft in 2013 and has since expanded to 65 cities in the US, offering options like Lyft Line and Lyft Plus. While facing steep competition from Uber and other services, Lyft differentiates itself by promoting an easy, affordable, and friendly experience for riders.
This document presents information on perfect competition. It begins by defining perfect competition as a market with many small firms selling identical products where no single firm can influence price. Key characteristics are numerous buyers and sellers, homogeneous products, free entry and exit, perfect information, and no transportation costs. Equilibrium price is reached at the point where industry demand equals supply. Under perfect competition, the market price is determined by the intersection of the demand and supply curves. Profits are maximized at the equilibrium point. The document also discusses market periods and how prices are determined in the very short run, short run, and long run.
The document lists various engineering feats from the Guinness Book of World Records including the world's biggest excavator, bus, passenger ship, plane, airport, bridge, indoor swimming pool, stadium, statue, cathedral, church, mosque, office complex, shopping mall, hotel, palace, and tallest building. It also lists the most complex highway interchange and most expensive hotel. Locations of the structures range across several countries.
This document proposes a new methodology called the PB-TO DFM model to assess the performance and efficiency of 38 global cities. It uses data envelopment analysis (DEA) with two viewpoints - human environment and socioeconomic activity - to evaluate the cities. For less efficient cities, the PB-TO DFM model provides step-by-step strategies to improve performance by adjusting certain inputs and outputs. Case studies on Amsterdam and Stockholm demonstrate how the model can determine efficiency improvement pathways for specific cities. The methodology aims to help decision-making and planning to strengthen global cities as "urban empires" in the new urban world.
The document discusses perfect competition in markets. It defines perfect competition as a market structure with a large number of buyers and sellers, homogeneous products, perfect information and free entry and exit of firms. The characteristics of perfect competition include independent decision making among firms and no transportation costs. The key conclusions are that under perfect competition, firms are price takers rather than price makers, and the demand curve for an individual firm is perfectly elastic.
Who Called the Cab or How Apps are Changing the EverydayIlia Uvarov
As technology becomes friendlier and easier to use, new opportunities (and unexpected challenges) arise. This presentation is about how apps connect us in new liberating ways. It focuses on how apps disrupt barriers, change behaviors and connect disparate ecosystems. Ilia Uvarov is creative director and head of experience design at R/GA London. The presentation was originally made at London Marketing Week 2012.
Giant book of Requirements engineering techniques - Sample chapterAnanya Pani
This document introduces a book about requirements engineering techniques. It was created by LN Mishra, an experienced business analyst, as a guide for both new and experienced requirements engineers. The book compiles over 100 different techniques that can be used while conducting requirements engineering activities. It also provides information about LN Mishra's background and qualifications, as well as an introduction to Adaptive Processes Consulting, the company that published the book.
This document discusses elasticity over three years, from 2010 to 2012. It shows that elasticity was highest in 2010, lower in 2011, and lowest in 2012 as the values declined each year over that period.
The document discusses the digitization of the transportation industry. It describes how transportation planning used to involve manual processes like using maps, delivery notes, and card files. Now digitization is allowing real-time data access across transportation networks. The author notes we are in an exponential development curve and cannot predict exactly how technology will be used in 10 years. The transportation industry is being disrupted as physical, business processes, vehicles, and infrastructure become digitized. The document advocates for increased logistics research to help manage challenges from this disruption and enable sustainable transportation solutions.
Trump vs Clinton: The Presidential Election SurveyQuickTapSurvey
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
OLA Cab is the leader in Radio Taxi Market : ResearchSimplify360
Study of Social presence of all major Radio Taxis in India. The research ranks the major taxi operators in terms of social buzz, prominence in Facebook and Twitter.
Uber and Ola are the Biggest Rivals on Social MediaSimplify360
If opinions expressed on social media based on user experience is to be believed, Cab aggregators might have to really work on the trust factor. According to our study, among the top 4 players in the industry, Meru cab is the least trusted operator with user opinions analyzed that the aggregator is unsafe. On the other hand the top performer in the industry, Ola cabs has a fifty-fifty split between those who feels safe and unsafe.
Ola and Uber cab services are in a neck to neck competition in most measurement parameters. Here's a report about the complete story.
This survey examined public perceptions of Uber and transportation preferences. It found that those who have used Uber see it as convenient, cost-effective, and easy to use. Uber users are more likely to be busy, tech-savvy professionals living in urban areas. While most current Uber users feel it should not be banned, those who have never used it are more concerned with safety. The study was limited by its non-probability sample but implications are that Uber should focus on first-time users and rewards to attract those who prefer but don't use Uber.
This document outlines a marketing strategy for Uber Pool in NYC. The objective is to grow Uber Pool rides from 0.39% to 2% of daily trips over 12 months. The strategy targets urban hustlers aged 22-34. It involves launching a loyalty program, partnering with Plenti, distributing survival kits on subways, and running a social media campaign with the hashtag #FREETOHUSTLE to promote the message that Uber Pool allows users to save money and take advantage of unexpected opportunities. The goal is to convert existing Uber X customers and subway users to Uber Pool to significantly increase the number of daily Pool rides.
Konrad Burchardt presents a situation analysis for Fox Rent a Car. Fox was founded in 1989 as a discount brand serving airports, but now has poor online presence and reputation. While it offers low prices and no fees for younger renters, its small fleet size limits opportunities. The analysis identifies improving Fox's social media strategy and online image as the key challenge to attract more of the target demographic of travelers aged 25-40 who are active online. A new digital strategy is proposed using multiple social media platforms to filter negative comments, provide better customer service, and change public perception to establish Fox as a great brand.
Industry Intelligence - Uber Rideshare AnalysisBrent Chudoba
Uber's business-critical metrics show high awareness (99%) and consideration (32%) but lower conversion (32%) and negative net promoter score (-47). Usage is highest for Uber's mobile app (38%). Key strengths are availability and quality of app, friendliness of drivers, and reliability, while weaknesses include cost, availability, and driver trustworthiness. First usage is primarily driven by referrals from friends/colleagues (34%) and the mobile app (38%).
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2. Hypothesis
Lyft is more successful than Uber among
the college demographic in Los Angeles due
to its approachable branding.
3. Hypothesis
Lyft is more successful than Uber among the college
demographic in Los Angeles due to its approachable
branding.
TRUE
1. Lyft > Uber
2. Reason:
Approachable
Branding
1. Lyft < Uber
or
2. Reason: Not
Approachable
Branding
FALSE
4. Findings
Lyft is more successful than Uber among
the college demographic in Los Angeles due
to its approachable branding.
^
5. Methodology
• Secondary Research
– Media Coverage
– Industry Landscape
– Competitive Landscape
• Primary Research
– Media Content Analysis
– Focus Group
– Insta-Poll
– Twitter Content Analysis
6. Secondary Research
• Press Coverage
– Game changing for the transportation industry
– Fierce competition
• Industry Landscape
– The “sharing economy”
• Competitive Landscape
– Uber, Sidecar, Taxis, Public Transit
11. The Real Deal
Uber Lyft
First Time Promo Code First Time Promo Code
Fare Estimate --
Friend Promo Code Friend Promo Code
uberPLUS Lyft Plus
Fare Split Lyft Line
International National
14. Focus Group: Keywords
Lyft
• Pink Moustache
• Car Service
• Taxi
• Uber
• Cheap
Uber
• Classy
• Professional
• Controversy
• Town Cars
• Pricey
15. In Car Experience
Focus Group
Lyft
• Casual, interactive drivers
• Creepy candy-giving
Uber
• Taxi-like, professional drivers
• Gum/water is nice
16. ”
In Car Experience
Insta-Poll
I like Uber better; I don't like talking to
drivers. Lyft, I have to sit in the front seat
and talk to drivers or fist pound. Uber, I
can do my own thing.
“
17. There’s Only
Room For One
Focus Group
• People don’t need both apps
• Stick with initial app
18. There’s Only Room For One
Insta-Poll
I’m used to getting Uber. Started with it first
and I’m lazy to change.
“
”
19. What drives purchase decisions?
Focus Group
• Past experience
• How close the drivers are located
• Promo codes between friends
• Rides are heavily social based
20. “
What drives purchase decisions?
Insta-Poll
I think Uber is more reliable. I like the drivers
better. I've had bad Lyft driver experiences,
and also the cars are blaringly ugly with the
pink moustache.”
21. What would it take for you to call
a Lyft next time you need a ride?
Focus Group
• A free ride
Insta-Poll
I guess I would call Uber if it’s cheaper.“ ”
29. Challenges & Limitations
• Too much material to digest
• Constantly updating app features
• Insta-Poll and Focus Group only represent
USC
• Focus Group only included USC PR
students
• Uber’s international reach skews results
31. Summation
Lyft is LESS successful than Uber among the
college demographic in Los Angeles due to its
approachable branding.
Editor's Notes
CAROLYN
Our hypothesis is “Lyft is more successful than Uber among the college demographic in Los Angeles due to its approachable branding.”
3 Key points:
Lyft vs. Uber: We decided to specifically compare Lyft and Uber because they are the top competing ride-sharing services.
College demographic: We
focused on a college demographic not only because it’s a large customer segment for both companies, but also because both companies have identified the college demographic as a key consumer, as our content analysis will later reveal.
Approachable Branding: “Approachable branding” is defined as the pure differentiator between Lyft and Uber: the way Lyft brands itself as a community-driven effort and “Your Friend with a Car.”
CAROLYN
In order to prove our hypothesis true, we must satisfy two prongs: 1. That Lyft is, indeed, more successful than Uber, and 2., that the reason Lyft is more successful is because of its approachable branding. We anticipate that our findings will lead down one of the three following paths:
1. True because true.
2. False because Lyft is less successful than Uber due to its approachable branding.
3. False because Lyft is less successful than Uber due to something other than its approachable branding.
CAROLYN
Our findings disprove our hypothesis for the first prong. Lyft is actually less successful than Uber among the college demographic in Los Angeles due to its approachable branding. Turns out the average LA college student would rather pay for a car service than a friend with a car.
HANNAH
---secondary research summary--
Why did we choose to use these methods for our research?
We started with secondary to gage where we should hone in on our hypothesis, and actually ended up changing our hypothesis throughout.
Then we took a deep dive with our primary research by using the following methods:
1. Focus Group: Gain a deeper understand about how people feel about each brand.
Limitations (to be included on Limitations sheet): All college students; only senior PR majors- greater awareness of branding.
This was the first thing we did and later helped us narrow down our hypothesis first to Los Angeles, and then specifically to college students.
2. Insta-Poll: We did this to get opinions from USC students who WEREN’T PR majors, unlike our focus group. We took note of their gender and made sure they weren’t PR students. This started out with looking at Lyft/Uber and Taxi- we asked people which option they would use if they had to get a ride right now without using a personal vehicle. Depending on their answer we would ask them why they wouldn’t take the other option. i.e. if they said Lyft, we would say “Why?” and then “Why not Taxi or Uber?” This was done to understand how brand perception affects purchase decision. Understand comparisons.
---- This is the point when we threw out taxis ----
3. Twitter Content Analysis: Get a broader brand perception that wasn’t just limited to college students- at this point we decided to expand past just college students. Social media was an easy way to do research outside of our obvious limitations of being on a college campus. We wanted to see what people were talking about on Twitter in regards to the brands Uber and Lyft. This was also done in order to get more information on brand perception. We mainly focused on sentiment for this analysis- positive v. negative v. neutral; in order to get a different and more specific lens than the Focus Group and Insta Poll.
4. Media Content Analysis: In addition to social media we wanted to look at what traditional media was saying about these two brands. We coded for specific words such as “black”, “sedan”, “pink”, “mustache”- words that we felt were representative of the brand and would also give us insight into what characteristics of the brand media focused on/were important. (price, convenience, etc.). This was another way for us to gauge brand perception from a different source.
CAROLYN
We started by looking at traditional media and noticed several media outlets were focusing on the competition between Lyft and other competitors. This led us to conduct a competitive analysis, which reveals Uber as Lyft’s top competitor. We conducted an industry analysis surrounding the transportation industry and found that Uber and Lyft are both paving the way for the “sharing” economy, a trend that is becoming popular not only in transportation, but also in areas such as hospitality (Airbnb). We then conducted a competitive analysis and found Uber to be the top competitor.
Based on our competitive analysis, we decided to hone in on Lyft and Uber.
CAROLYN
Here is a sample of some of the press coverage we found in an article titled “Tech’s Fiercest Rivalry: Uber vs. Lyft,” which features Uber and Lyft as top competitors. This is a snippet of some of the press we found that directly compares Uber and Lyft. Biggest press coverage challenge: the news keeps changing!
CAROLYN
We found further data supporting Uber as a top competitor. When looking at a graph of relevant hashtags on Hashtagify, #Uber is the number one relevant search for #Lyft with a 23% correlation. That means that almost a quarter of tweets that contain #Lyft also contain #Uber.
HANNAH
Based off of our secondary research, we created two personas, one for each brand. These personify the BRANDS themselves, ….
We created personas. If the BRANDS themselves were people; based on our research of how they brand themselves.
If Lyft were a person, she would be someone who likes doing things in group settings and who has a fun and colorful personality.
HANNAH
Uber is sophisticated, simple and chic. He appreciates the finer things in life. And while extroverted in social settings, is probably not as approachable.
HANNAH
Clearly these two companies have extremely different branding strategies that affect the way people perceive them, as our data will show. But how different are their actual services? Looking at this comparison chart, we see that the only real different are that Uber offers a fare estimate tool that Lyft does not, and Uber is available as a service globally, whereas Lyft is only available in select cities in America.
Both apps offer almost identical features/services except for the highlighted.
This is the reality of what Uber and Lyft offer as services- and not people’s PERCEPTION of their services.
Uber is available in over 50 countries whereas is only available in US cities.
By showing that most of the features are the same; we can hone in on branding being the major differentiator between these services.
CAROLYN
Now we’ll go into the details of our key findings
CAROLYN
We looked at 5 different articles that specifically talk about Uber and Lyft within a college and coded for specific themes for both Uber and Lyft.
For instance: “Price, Promotions, Approachable.”
Clearly, the Lyft branding strategy was communicated. Lyft was more successful in communicating its branding.
Interestingly enough, the themes we thought would show up with Uber “professional” didn’t make an appearance.
However, it is clear that Lyft is associated with being approachable and friendly. Price was also mentioned more for Lyft than Uber. (WHY?)
HANNAH
The themes that we found in our focus group correlated with themes in Insta Poll.
Interesting to note that “taxi” was not mentioned for “Uber.” I think this is a testament to the fact that “Uber” is seen as a luxurious service that is different from providing a taxi service. Also, while “Uber” was mentioned for Lyft; Lyft was not mentioned for Uber. I think this indicates that Uber is seen as independent/standing on its own- whereas Lyft is seen as the newcomer to the scene- this is corroborated later on as well..
Also interesting to note that “Controversy” showed up with Uber and not “Lyft.” This probably has to do with recent PR scandals surrounding Uber (not paying their employees well, dangerous situations with drivers, trying to undercut Lyft with shady practices) -- interesting that this is one of the first words that comes to mind with thinking about the brand. The way to act “sportsmanlike” for instance does filter into people’s perception of the brand.
Cheap vs. Pricey
This is really interesting… but hold this thought (PRICE IS ACTUALLY THE SAME- big reveal) -We’ll see later on if this is true.
These words are pretty similar to the branding (from previous slides)= so the brands were successful in communicating themselves and having the audience internalize their branding.
Even though Uber X and Lyft are essentially the same service- it appears that people associate Uber with their more luxurious sedan options that more closely resemble a chauffeur service rather than ridesharing.
HANNAH
-Drivers are more casual, more interactive, want to talk more. When drivers give candy it seems creepy.
-Drivers are like taxi drivers- they’re not really interested in talking with you which comes off as more professional. The gum/water in Ubers is nice.
Main takeaways:
The branding isn’t just in our minds (as evidenced by keywords) but is reflected in the in-car experience. However, it seems to have backfired for Lyft. Yes the drivers are more friendly, but people don’t want that.
The quote from the focus group (“Lyft/Uber is our generation’s taxi…”) Is very telling. Yes it’s a new way to get around (a departure from the traditional taxi model) but people still want the formal “service” experience that we get from taxis. Maybe people aren’t ready for the “Friend with a car” kind of concept. They want a cheaper, more convenient taxi.
*This finding opposes our hypothesis- because we thought people would this approachable model (friendliness) is precisely why people chose Lyft.
CAROLYN
Here’s a quote from our Insta-poll to emphasize this point about in-car experience
A quick survey that we did of 50 students
One quote that we found in our Insta-Poll really supports this finding.
Lyft IS known for its approachable model of “fist-bumping” your driver- but interestingly enough, people don’t want that.
They like the independence of not talking to their driver.
HANNAH
WHOEVER GETS THEIR FOOT IN THE DOOR FIRST -Whoever they download first (usually because of a promotion/friend use it) - is the one they stick with
Promo codes is what attracts students to begin using these services. How MUCH they save can be a big influencer- for instance, one student mentioned that the first rides were free for both Uber/Lyft and she went with the code that discounted more.
-For instance, someone mentioned in the focus group that they recently deleted one of the two apps because they felt they didn’t need both on their phone (takes up space ; and provide essentially the same service )
-This concept is reflected in the Insta-Poll as well- branding is less important than whoever gets to the customer first.
-This is especially relevant to Lyft- since it’s a newer company than Uber and is less established and less well-known. They are going to need to garner more publicity and provide STEEPER discounts/promos to attract that initial audience that is going to stay loyal to them. They can’t rely merely on a more approachable brand strategy because as seen from our focus group- people still desire professionalism.
KEY TAKEAWAY- whoever gets in the door first usually wins!
With other competitors, different services/features might influence consumers to convert. However, since Uber and Lyft are so similar- it’s even more vital for them to be the first to get their foot in the door.
CAROLYN
Unless offered a significant discount or NEW feature; people aren’t going to change their habits. If what they have works, they’re going to stick with it.
HANNAH
So we’ve talked a lot about brand PERCEPTION. Now let’s get down to what actually drives purchasing decision. What’s behind your choice to pick Uber or Lyft on a night out or when you need a fast ride?
-obviously past experience and word-of-mouth play a huge role.
-convenience- how fast can the drivers get here?
-Promo codes between friends- so that you and your friends can both save- win/win situation.
-Socially based- people use what their friends use. Also, most likely to use these services when with friends.
Lessons for Lyft:
-Lyft needs to build up trust; the reputation that Uber has established. By providing reliable customer service and being accessible as a company- show that they are legit.
CAROLYN
bad experience and word-of-mouth (my friend had a bad experience)
Can all negatively impact people’s perception of the brand.
Branding is memorable, but can have a negative impact or negative connotations.
People are also not immune to external branding like the pink moustache. Even though price may play the ultimate deciding role in which service you choose to take; these sentiments should not be ignored either. 10% of insta-poll respondents mentioned the moustache without any prompting.
HANNAH
It really just comes down to the money!
HANNAH
MOMENT
Uber is Apple and Lyft is Samsung. This was a comparison made from our focus group.
Lyft is Uber’s less-established brother. Lyft is an alternative option – maybe one to use when Uber’s surge prices are ridiculous or when there are no Uber drivers around.
This whole time we had viewed them on the same playing field (at least in Los Angeles) due to media coverage and exposure on campus.
This was a big insight!
CAROLYN
In our focus group, Uber came out as the winner. Who won in our insta-poll? Uber.
Our insta-poll results include this.
As you can see, Uber wins here based on the Insta-Poll.
CAROLYN
So why did more people choose Uber? This quote from our Insta-Poll summarizes it in a nutshell.
Our next AHA Moment! Lyft’s branding strategy as friendly and approachable actually repels the consumer.
When we asked those who chose Uber why they didn’t choose Lyft- they gave us some interesting insight.
Approachable has opposite effect that Lyft wants: actually repelling people rather than attracting them. This is also brought up in the focus group.
CAROLYN
This graph was created based on the quotes from our Insta Poll. We coded our Insta Poll results for certain themes, which leads us to the following insights. Price and promotions is obviously a core factor that consumers consider when choosing between an Uber and a Lyft.
Using an app that people are talking about or that their friends are using supports our earlier key insight.
Bar Graph for coding and numbers for Uber/Lyft out of 41 total quotes. As we might have expected, and as our data from the focus group shows, price and promotions are the number one concern for college students taking Lyft or Uber. Social Influence, apparent through word of mouth and friend influence, comes in at second with 19/41 possible mentions. Other notable associations with Lyft and Uber include convenience and the in-car experience.
People really care about price, and ultimately free is as cheap as you go.
HANNAH
Now we’re moving onto the Twitter content analysis!
We looked at all of the Tweets for the hashtags #Uber and #lyft for one day in October.
AHA MOMENT!!! Uber has way more tweets than Lyft. The sheer amount was staggering! Since Uber is far more widespread this makes sense, but was also surprising.
Total Uber : 272 ; Lyft : 76
AHA MOMENT!!! Lots of negative sentiment for Uber. Even when scaled for the number disparity- Uber has many more negative tweets!
HANNAH
Positive SentimentNot surprisingly “Lyft” is one of the most mentioned words. “Uber” is also a top mentioned word for Lyft as you will see. This is relevant to our research/hypothesis since it shows that these two services are often mentioned in the same breath. I think everyone sees them as direct competitors. Taxis and sidecar are also two different competitors that are featured in the word cloud.
Vegas/government/petition/judge/support -- Has to do with people advocating to have Uber legalized in their cities. Shows desire.
Kittens/Cat- Uber had a successful campaign where they delivered kittens to you in Uber cars. Their marketing is all over the place, but obviously successful in generating conversation.
Amazing/Good/Great/Useful/Favorite - positive sentiment.
Tech/future - reflects views of focus group that this service is the future
Examples:
#Vegas Judge rules in favor of #uber. “I think competition in business is a great thing.”
Smart. Using feline's online popularity AND supporting stress relief. Well done #uber #marketing #cats
Negative Sentiment
PR / Shady
Illegal
Expose
Drivers/Background Checks
Minimum Wage/ Firing
This has to do with some of Uber’s shady marketing techniques that has roused hatred not only with taxi drivers but also journalists. For instance- after LA Weekly published a negative expose on Uber- the PR team tried to trick them into publishing a “citizen op ed” piece in support of Uber.
People also criticize how they treat their drivers/ how much they are paid… their safety.
The criticism for Uber is mostly their business model and not the actual service/in-car experience
Examples -
#uber drivers say they're making less than #minimumwage
#Uber's shady firing policy: Man who spoke up on #Reddit is mysteriously fired:
HANNAH
Positive Sentiment
CHEAPER - interesting. Taxi and Ubers
Cheaper doesn’t show up with Uber
Awesome/great DRIVERs- emphasis on how good the drivers were.
“Don’t drink and drive, drink and lyft”
Negative Sentiment
Do you notice how much smaller this word cloud is than the ones for Uber?
It’s very interesting that there is so much less content for Lyft than Uber. This is obviously influenced by the fact that Uber is much more well known. Uber is in 50 countries whereas Lyft is exclusively in the U.S. Also, Lyft hasn’t had as much negative coverage of not treating their drivers well/underhand marketing strategies.
Most of the criticism of Lyft wasn’t directed only at this service- There was lyft/uber/taxi mentioned as well.
For instance, “Our case against Uber, Uberx and Lyft.”
-----
This is actually a win for Lyft and can serve as a learning experience.
i.e. THESE are the things that people hate about Uber and give them a bad rep. Pitfalls to avoid and ways to improve.
CAROLYN
Too much material to digest > lots of work for two people, plus lots of work to just sift through.
> difficult to find angle for hypothesis
Focus group w/ PR students: Bad b/c PR students more aware of marketing and aware of our project and we were there
Uber’s international presence inherently garners more publicity and usage
HANNAH
Focus group: Uber
Insta-Poll: Uber
Twitter Content Analysis: Lyft, because even if you scaled Uber, Lyft has less negative. However, this isn’t an overwhelming win because they also lacked positive associations. Recall secondary hashtag research. Uber is a much better standalone, and Lyft is still the “younger brother.”
CAROLYN
Circling back to our hypothesis, we believe that Lyft is LESS successful than Uber among the college demographic in Los Angeles due to its approachable branding.
Rather, the approachable branding and the only differentiator between Lyft and Uber services, has made Lyft LESS successful and less popular.