This document contains an analysis of Uber, including: - Company information about Uber such as year founded, type of company, industry, products/services, revenue, number of employees. - Discussion of macro environmental factors like socio-cultural, political, economic, and technological factors affecting Uber. - Identification of micro environmental factors for Uber including competitors, customers, and suppliers. - Application of Porter's Five Forces model to analyze industry competition. - A SWOT analysis of Uber's strengths, weaknesses, opportunities, and threats.

1. BISHAL NASKAR, ROLL NO.: 11
BISTI BORAH, ROLL NO.:12
B.VENUEGOPAL, ROLL NO.:13
DEBAL ROY, ROLL NO.:14
DEBASMITA GHATAK.:15

2. SECTOR ANALYSIS
HOW UBER STARTED
MACRO ENVIRONMENT FACTORS
MICRO ENVIRONMENT FACTORS
SWOT ANALYSIS

3. COMPANY ANALYSIS
NAME: UBER CAB 2009-2011
TYPE: PRIVATE
INDUSTRY: TRANSPORTATION AND DELIVERY
PRODUCTS:MOBILE APP WEBSITE
SERVICES:VEHICLES FOR HIRE, DELIVERY
REVENUE:USD6.5B(2016)
NET INCOME:USD2.8B(2016)
TOTAL ASSETS:15.7B(2016)
NUMBER OF EMPLOYEES:12000+
SUBSIDIARIES: UBER EATS,JUMP BIKES ,OTTO

5. MACRO ENVIRONMENT FACTORS
 SOCIO CULTURAL: Word of mouth spread
awareness quickly
 POLITICAL FACTORS: To provide
documentaion
 ECONOMIC FACTORS: Sharing physical or
intellectual resources
 TECHNOLOGICAL FACTORS: Spread through
social media , usage of 4G network

6. MICRO ENVIRONMENT FACTORS
 COMPERTITORS: OLA, CAREEM, DIDI CHUXING,
LYFT, GRAB
 PUBLICS: Local public, General public, Internal
public, Media public
 CUSTOMERS: Customer are those who are out of
there home and on and about
 SUPPLIERS: Owners of the cars and Drivers

7. PORTER’S FIVE FORCE MODEL
BARGANING POWER
OF SUPPLIERS
THREAT OF NEW
ENTRANTS
BARGANIG POWER OF
BUYERS
THREAT OF
SUBSTITUTES
INDUSTRY
RIVALRY

8. SWOT ANALYSIS
STRENGHT WEAKNESS
OPPOURTUNITY THREAT
• It is a well-recognized brand
• It has a high standard of service,
verified drivers and cars. Uber
Black users enjoy very high standard
of service.
• Has an unlimited fleet of vehicles.
Regular Taxi service regulations are
not applicable for Uber.
• The idea can be easily imitated.
Nothing will prevent competition
from presenting the same product.
• Costs of operating vehicles are very
high. But, the drivers do not earn so
much.
• Very Unpredictable business model.
• Customers are often dissatisfied
with traditional cab companies
because of high prices and long
waiting time.
• It can exploit new and big markets in
countries like India where taxi
services are inconvenient and
expensive.
.
• Drivers aren’t happy with the low-
profit margins. This might lead to
bad publicity.
• As new markets and drivers are
joining, fraud and scandals are also
increasing. It is damaging for the
brand.

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