Prezentace shrnuje důvody, proč Magistrát města Prahy přijal data a názory právě zhruba 100 licencovaných řidičů taxi s nejlepším hodnocením zákazníků a jak se tito řidiči staví k návrhu standardů v taxislužbě i k připravované novele silničního zákona.
Organzing Principles Of Management- IBM case studyAkshaya Akshaya
IBM began in 1911 as the Computing Tabulating and Recording company and helped the US conduct its census. It transitioned to a global company with a decentralized organizational structure, believing that innovation comes from everyone in the company, not just the CEO. IBM has adopted a decentralized approach and acts as a venture capitalist by providing financing to new companies. It introduced the first personal computer in 1981 and holds the record for most US patents awarded in a single year.
The document summarizes IBM's leadership and changes under three CEOs from the early 1990s to present:
1) Louis Gerstner transformed IBM's organizational structure in the 1990s from mechanistic to organic and customer-centric, removed bureaucracy, centralized product development, and focused on market trends over internal rules.
2) Under Sam Palmisano from 2004-2011, IBM decentralized power and had thousands of leaders work collaboratively globally. ValuesJam encouraged independent thought among employees.
3) Virginia Rometty since 2011 has enhanced growth markets, bolstered services, and outsourced jobs to India, while acquiring Green Hat for $20 billion with no change in strategy.
IBM is facing declining performance in its growth markets, with revenue from this segment declining 9%. Revenue from China accounted for almost half the decline as IBM missed its revenue expectations by $1 billion. The Systems and Technology segment generating $3.2 billion in revenue, down 17% from 2012, with much of the hardware decline coming from China as the government waited for new economic policies. However, investors should still trust IBM management and business model as the company has ambitious goals and a clear roadmap to achieving $20 EPS by 2015 through strategic initiatives focusing on growth areas like cloud, analytics, smarter planet, and business transformation.
A description of corporate social responsibility to which we encourage IBM to support the stopping of domestic violence. Domestic Violence statistics are given and reasons why IBM should support this cause.
IBM Collaboration Solutions cognitive and roadmap update - September 2016Ed Brill
A strategic-level view of cognitive solutions and collaboration helping redefine everyday work; then an examination and an update on the Collaboration Solutions portfolio from IBM.
The document discusses IBM's corporate governance and business ethics. It provides background on IBM's history dating back to the 19th century. It describes IBM's business structure, risk management processes, and focus on documenting controls, policies and risk assessments. The document also discusses IBM's operations in BRIC countries like India, where it has a long history and several regional offices. It outlines IBM's strategies of focusing on research and development, acquisitions, and using global centers of excellence.
IBM Strategy and Values: (1) Focus on open technologies and high- value solutions, (2) Deliver integration and innovation to clients, (3) Become the premier Globally Integrated Enterprise.
IBM was founded in 1911 and emerged as a superpower by the 1950s, but faced structural problems in the early 1990s that led to $16 billion in losses. Lou Gerstner was hired in 1993 to rescue IBM. He took several steps, including layoffs of 40,000-50,000 employees, cost reductions of $6.8 billion through expense cuts and selling non-core businesses. Gerstner also restored line manager accountability, reorganized IBM into one global organization, refined sales processes, and focused on services as hardware stagnated. These strategies secured IBM's core competencies, provided an outside perspective to address real problems, and dismantled a collegial culture, driving financial results. However,
Organzing Principles Of Management- IBM case studyAkshaya Akshaya
IBM began in 1911 as the Computing Tabulating and Recording company and helped the US conduct its census. It transitioned to a global company with a decentralized organizational structure, believing that innovation comes from everyone in the company, not just the CEO. IBM has adopted a decentralized approach and acts as a venture capitalist by providing financing to new companies. It introduced the first personal computer in 1981 and holds the record for most US patents awarded in a single year.
The document summarizes IBM's leadership and changes under three CEOs from the early 1990s to present:
1) Louis Gerstner transformed IBM's organizational structure in the 1990s from mechanistic to organic and customer-centric, removed bureaucracy, centralized product development, and focused on market trends over internal rules.
2) Under Sam Palmisano from 2004-2011, IBM decentralized power and had thousands of leaders work collaboratively globally. ValuesJam encouraged independent thought among employees.
3) Virginia Rometty since 2011 has enhanced growth markets, bolstered services, and outsourced jobs to India, while acquiring Green Hat for $20 billion with no change in strategy.
IBM is facing declining performance in its growth markets, with revenue from this segment declining 9%. Revenue from China accounted for almost half the decline as IBM missed its revenue expectations by $1 billion. The Systems and Technology segment generating $3.2 billion in revenue, down 17% from 2012, with much of the hardware decline coming from China as the government waited for new economic policies. However, investors should still trust IBM management and business model as the company has ambitious goals and a clear roadmap to achieving $20 EPS by 2015 through strategic initiatives focusing on growth areas like cloud, analytics, smarter planet, and business transformation.
A description of corporate social responsibility to which we encourage IBM to support the stopping of domestic violence. Domestic Violence statistics are given and reasons why IBM should support this cause.
IBM Collaboration Solutions cognitive and roadmap update - September 2016Ed Brill
A strategic-level view of cognitive solutions and collaboration helping redefine everyday work; then an examination and an update on the Collaboration Solutions portfolio from IBM.
The document discusses IBM's corporate governance and business ethics. It provides background on IBM's history dating back to the 19th century. It describes IBM's business structure, risk management processes, and focus on documenting controls, policies and risk assessments. The document also discusses IBM's operations in BRIC countries like India, where it has a long history and several regional offices. It outlines IBM's strategies of focusing on research and development, acquisitions, and using global centers of excellence.
IBM Strategy and Values: (1) Focus on open technologies and high- value solutions, (2) Deliver integration and innovation to clients, (3) Become the premier Globally Integrated Enterprise.
IBM was founded in 1911 and emerged as a superpower by the 1950s, but faced structural problems in the early 1990s that led to $16 billion in losses. Lou Gerstner was hired in 1993 to rescue IBM. He took several steps, including layoffs of 40,000-50,000 employees, cost reductions of $6.8 billion through expense cuts and selling non-core businesses. Gerstner also restored line manager accountability, reorganized IBM into one global organization, refined sales processes, and focused on services as hardware stagnated. These strategies secured IBM's core competencies, provided an outside perspective to address real problems, and dismantled a collegial culture, driving financial results. However,
IBM has transformed from focusing on technology like mainframes in the 1960s to providing IT solutions and customization today. Key transitions include launching the IBM PC in the 1980s, reorganizing into a client-centered model in the 1990s, and acquiring businesses to expand offerings in the 2000s. Continuous leadership and an innovative culture have helped IBM adapt to changes in the external environment through both episodic and continuous organizational changes. This has allowed IBM to remain a leader in its field over several decades.
Organizational life cycle:
Organizational Birth,
Population Ecology Model of Organizational Birth, The Institutional Theory of Organizational Growth, Greiner’s Model of Organizational Growth,
Organizational Decline and Death,
Weitzel and Jonsson’s Model of Organizational Decline
The document presents information on matrix organizations. It defines a matrix organization as one where employees report to more than one boss, typically both a functional manager and a project manager. The document discusses the development of matrix structures, provides examples of functional and projectized structures, and outlines the advantages and disadvantages of matrix organizations. It also describes different types of matrix structures including strong, balanced, and weak matrices and provides examples of how power and authority are distributed in each.
IBM has a long history dating back to 1911 and has transformed over the decades from a producer of tabulating machines and services into a global technology services and software company led by executives like Thomas Watson Sr., Lou Gerstner, and Sam Palmisano who implemented strategies shifting IBM away from hardware and towards higher value services and solutions. Under Gerstner and Palmisano, IBM divested low-value assets and acquired numerous software companies to build a portfolio focused on infrastructure, integration, and innovation to become a globally integrated enterprise.
The document discusses various types of organizational structures including functional, divisional, matrix, and network structures. It provides details on each structure type, including their advantages and disadvantages. For example, it explains that a functional structure groups people based on expertise, while a divisional structure groups them according to products, markets, or customers. A matrix structure allows dual grouping by function and product.
This document provides an overview of IBM, including its history, products, growth, role in space exploration, and presence in India. It discusses how IBM was founded in 1911 as CTR through a merger of three companies and was later renamed International Business Machines in 1924. The document also summarizes some of IBM's software, hardware, jobs, and recent news about a new mobile management product and focus on security solutions.
This document discusses organizational structure and provides definitions and examples of key concepts. It defines organizational structure as how a group is formed and how communication and authority are channeled. It then discusses the importance of organizational structure for clarifying roles and responsibilities. The document contrasts formal and informal structures and describes centralized and decentralized structures. It also defines organizational charts and discusses types of charts including vertical, horizontal, and circular charts. The key concepts of authority, responsibility, delegation, and accountability are defined.
IBM has transformed from focusing on technology like mainframes in the 1960s to providing IT solutions and customization today. Key transitions include launching the IBM PC in the 1980s, reorganizing into a client-centered model in the 1990s, and acquiring businesses to expand offerings in the 2000s. Continuous leadership and an innovative culture have helped IBM adapt to changes in the external environment through both episodic and continuous organizational changes. This has allowed IBM to remain a leader in its field over several decades.
Organizational life cycle:
Organizational Birth,
Population Ecology Model of Organizational Birth, The Institutional Theory of Organizational Growth, Greiner’s Model of Organizational Growth,
Organizational Decline and Death,
Weitzel and Jonsson’s Model of Organizational Decline
The document presents information on matrix organizations. It defines a matrix organization as one where employees report to more than one boss, typically both a functional manager and a project manager. The document discusses the development of matrix structures, provides examples of functional and projectized structures, and outlines the advantages and disadvantages of matrix organizations. It also describes different types of matrix structures including strong, balanced, and weak matrices and provides examples of how power and authority are distributed in each.
IBM has a long history dating back to 1911 and has transformed over the decades from a producer of tabulating machines and services into a global technology services and software company led by executives like Thomas Watson Sr., Lou Gerstner, and Sam Palmisano who implemented strategies shifting IBM away from hardware and towards higher value services and solutions. Under Gerstner and Palmisano, IBM divested low-value assets and acquired numerous software companies to build a portfolio focused on infrastructure, integration, and innovation to become a globally integrated enterprise.
The document discusses various types of organizational structures including functional, divisional, matrix, and network structures. It provides details on each structure type, including their advantages and disadvantages. For example, it explains that a functional structure groups people based on expertise, while a divisional structure groups them according to products, markets, or customers. A matrix structure allows dual grouping by function and product.
This document provides an overview of IBM, including its history, products, growth, role in space exploration, and presence in India. It discusses how IBM was founded in 1911 as CTR through a merger of three companies and was later renamed International Business Machines in 1924. The document also summarizes some of IBM's software, hardware, jobs, and recent news about a new mobile management product and focus on security solutions.
This document discusses organizational structure and provides definitions and examples of key concepts. It defines organizational structure as how a group is formed and how communication and authority are channeled. It then discusses the importance of organizational structure for clarifying roles and responsibilities. The document contrasts formal and informal structures and describes centralized and decentralized structures. It also defines organizational charts and discusses types of charts including vertical, horizontal, and circular charts. The key concepts of authority, responsibility, delegation, and accountability are defined.
1. PRŮZKUM MEZI
NEJLÉPE HODNOCENÝMI
ŘIDIČI TAXI
Juraj Atlas | spoluzakladatel, ředitel Liftago | juraj@liftago.com
Ondřej Krátký | spoluzakladatel Liftago | ondrej@liftago.com
Otevřená data z průzkumu k dispozici.
2. PROČ TU JSME?
“Vyzkoušeli jsme
pražské taxikáře:
okradli nás skoro
všichni”
70 000 přepravených osob měsíčně
150 000 lidí má v mobilu aplikaci Liftago
85 % jízd hodnoceno zákazníkem
96 % z hodnocených jízd hodnoceno 4-5*
Nejlépe hodnocená aplikace na taxi u nás
(dle GooglePlay/AppStore)
3. PROČ DATA LIFTAGO?
1. Pestrá data licencovaných řidičů z různých společností.
2. Liftago a řidiči na jeho platformě splňují legislativu ČR.
3. U nás není jiný systém, který reflektuje pouze preference zákazníků.
Počítač nikdy nevybírá řidiče za zákazníka.
8. Podmínka: skvělé hodnocení: Hodnocení minimálně 4.8 z 5* ze 100+ jízd
(Pražany / turisty)
200 řidičů osloveno, odpovědělo 110 (dotazník na 30min)
(Praha)
Řidiči na plný úvazek ale i přivýdělek
(řidiči na otcovské dovolené / k zaměstnání / k podnikání)
KDO JSOU RESPONDENTI? Nejlépe hodnocení řidiči
9. 1. Reklama. Doporučení existujících řidičů.
2. Registrace vozu a osoby v aplikaci.
3. Pozvání screening: školení, test & kontrolu dokumentů a vozu.
4. Zpětná vazba po prvních jízdách, “mentoring” školitelem.
5. 100 % jízd monitorováno systémem.
6. 85 % jízd hodnoceno zákazníky.
Pro zajímavost: 96 % jízd je hodnoceno pozitivně. Pokud dojde k
reálném pochybení řidiče, pak je četnost těchto případů srovnatelná
s “pochybením” zákazníka.
JAK BYLI RESPONDENTI PROVĚŘENI?
Kromě mapových pokladů o poloze, trase a
cenách během jízdy systém nebo zákaznický
servis kontroluje hodnocení řidičů, odchylky
od avizovaných časů příjezdu, platby atd.
11. Obava nejlepších řidičů: na nejhorší taxikáře nedojde.
“Že z toho poprasku zase nic nebude, podvodníci budou
dále jezdit, regulace dopadne zas jen na ty slušné.”
“Vždy jsou to jen výkřiky nových postav ve vedení
a vždy na to doplatí jen poctiví řidiči. Bohužel.”
“Že si magistrát nechá dále radit jen od dispečinků, které
nemají důvod současnou situaci měnit - vydělávají na ní…”
“Nečinnost úřadů, nevymahatelnost stejných pravidel pro všechny.”
12. Nejlepší taxikáři jezdí kvůli flexibilitě a lidem.
Častý omyl: Taxikář nebývá zaměstnanec, ale podnikatel.
13. Náklady nejlepšího taxikáře měsíčně? Přes 40 000 Kč.
Získávání zakázek (měsíčně): 6,833 Kč
(stání na letišti cca 23,000 Kč měsíčně)
Provoz vozidla (měsíčně): 12,816 Kč
(palivo, údržba, čištění, bez nákladů na pořízení a odpisy vozu)
Pořízení / amortizace / pronájem vozu: individuální
(náklad na pořízení vozu nebo jeho pronájem se pohybuje mezi 15,000-25,000 Kč měsíčně)
14. Najeté km & vytíženost: údaje pro cenové oddělení.
Průměrná délka “směny”: 10h
Najeté km (denní řidič): 200 km
Najeté km (noční řidič): 232 km
Podíl placených a neplacených km:
Vytíženost denních řidičů: 50,1 %
Vytíženost nočních řidičů: 46,2 %
15. Zdroj & počet zakázek
Počet zakázek / den:
Všichni: 10,5
Denní: 8,6
Noční: 11,4
Jaké zakázky převažují (dlouhé/krátké) ~6km?
17. DRESS CODE: Důležitější je hodnocení.
Souhlasíte se zavedením dresscode?
Nejčastější odpověď: smart casual
(polo triko či košile, svetr,
polobotky, tmavé kalhoty)
Důvod proč ne: zákazníci si řidiče
vybírají stejně podle ratingu, který
více svědčí o kvalitě řidiče.
18. CENA: Ani nejlepší řidiči nejsou jednotní.
4 hlavní přístupy:
Neměnit (stejně cenu ovládají dispečinky)
Zavedení minimální ceny (příklad: Bratislava)
Zavedení minimálního tarifu/km jako ochrana proti drumpingovými cenám
Zdražení (častěji u denních řidičů s vyššími náklady / zakázku a nižším výdělkem za hodinu
kvůli dopravě)
Způsob placení: V autech platba cash + terminál s napojením na EET
19. VŮZ TAXI: Návrhy pro zlepšení standardů
Obecně: Nižší střední třída a větší (tedy minimum např. Octavia, Hyiundai i30, Mégane),
povinná klimatizace, max. stáří vozu 10 let
Zajímavé podněty: jednotná RZ (barva nebo např. ve formátu 5AH1234T)
20. ZNALOSTI ŘIDIČE: Návrhy pro zlepšení standardů
3 hlavní doporučení:
Místopis (zabránit možnost libovolněkrát opakovat zkoušky)
Znovuzavedení psychotestů
Základní komunikace v cizím jazyce
Postoj k testu angličtiny?
Elementární znalost vhodná. Plošně AJ testy nezavádět,
maximálně pro nové řidiče, ale trh se postupně trh “pročistí” sám.
22. Doporučení nejlepších řidičů:
Razanetnější kontroly a vymahatelnost proti předražování. Razantnější postup vůči předražování a
neoprávněné zabírání různých míst "mafiánskými taxikáři"
Větší podíl kontrol v nočních hodinach na exponovaných místech.
Citelnější postihy, zabavení vozu zákaz činnosti.
Chytat ty, co kradou, pak případně zkoušet z AJ :-)
Změna zákona o silniční dopravě: 1 koncese taxislužby = pouze 1 taxikář, povinnost vlastnit vůz.
Vyhrazené jízdní pruhy a stanoviště pro všechny licencované, včetně letiště.
Rozhodně omezení stáří vozu a nerozširování počtu řidičů. Tím pádem vyšší výdělky a menší tendence
okrádat. Narovnání podmínek pro všechny stejně (Uber apod.)
Poučit se z jiných Evropských měst.
23. Jaký hlavní problém taxislužby pociťujete Vy osobně?
nepoctiví řidiči / přístup řidičů / pověst před veřejností 39
vysoký počet řidičů / přístup dispečinků 20
řidiči bez licence / uber / černí řidiči / nekalá konkurence 19
úřady / vymahatelnost / nastavení pravidel 17
cena: není minimální / dumping / není jednotná / není maximální 15
Řidičům vadí totéž jako radnici. Překážkou je vymahatelnost.
25. Taxi lék: Novela musí zajistit vymahatelnost zákona.
To omezí počet řidičů, zvýší vytíženost a výdělky těm nejlepším a uvolní tlak na podvody na trhu taxi.
zde pomůže
zde pomůže
Liftago
DNEŠNÍ SITUACE CÍLOVÁ SITUACE
Ilustrativní příklad:
1 000 000 zakázek/měsíc >>> 7 000 řidičů, 200 Kč / zakázku
= 28 500 Kč výdělek/řidiče - 40 000 Kč náklady
Ilustrativní příklad:
1 000 000 zakázek/měsíc >>> 3 000 řidičů, 200 Kč / zakázku
= 66 000 Kč výdělek/řidiče - 40 000 Kč náklady
26. “vyzná se v Praze, je příjemný i poradi :-)”
“Great taste in music, made the journey super pleasant with excellent
choice of radio channel”
“Prijemna komunikace, bezpecna jizda, doporucuji!”
“Usmevavej PAN ridic! I cokoladu jsem dostala.”
“Nejlepsi ridic, jakeho jsem doposud mel.”
“Perfektni jizda, super mily a ochotny pan ridic!”
“Nice guy, his english was very good!”
Jeden z respondentů je zde. 2477 jízd přes Liftago celkem.
Školí nové řidiče.
27. Zdroj dat: http://lftg.co/data-dotaznik
Konkrétní řidiče s Vámi na požádání rádi propojíme - pokud budou souhlasit - stačí sdělit v
kontaktu číslo odpovědi (v 1.sloupci).
Kontakt: media@liftago.com
Vstupní data od respondentů