The document summarizes the sharing economy in the transportation industry. It discusses how ridesharing services like Uber satisfy consumer needs for accessibility and flexibility without long-term commitments. It also notes the massive growth potential of the sharing economy from $14 billion in 2014 to an estimated $335 billion by 2025. However, it raises ethical dilemmas around how ridesharing impacts pre-existing taxi companies and drivers. The document proposes a new concept called "UberStock" that would allow drivers to invest in Uber and earn shares in the company from driving, addressing issues around driver compensation.

1. UVF

2. The Sharing Economy
in the
Transportation Industry
Rabia Farishta, Daniel Gonzalez, Michael Graff, Ryan Ramirez, Steve Madete.
FIREFIGHTER
S
2

3. What is the Sharing Economy?
❖ “the peer-to-peer-based activity of obtaining, giving, or sharing the
access to goods and services, coordinated through community-
based online services” (Hamari et al., 2015)
3

4. Scope, Scale, Importance - Sharing Economy
- People want services, but don’t want the stuff associated with
providing that service
- People own goods that are expensive and grossly underutilized
- People have skills which aren’t utilized frequently despite their great
value
- Massive global growth potential: $14 billion in 2014 to $335 billion
in 2025. *
Depreciating and/or
Underutilized Asset
Productive Income-
Producing Asset
Purchase good to
provide value
Purchase just the value
that good provides
Increased Utility
4

5. Consumer Needs & Motivations
● Rideshare services satisfy consumers need for Power:
○ Accessible worldwide 24/7 year-round
○ No binding contracts/commitments or vehicle
ownership costs
● Rideshare services satisfy consumers Latent Motives:
○ Provides unique business opportunities (UberFleet)
$$ $$ $$

6. Drivers of Change
● Sharing services reach massive global
audience via smart-devices.
● Rideshare services offer a higher quality
service compared to other methods of
transportation.
● Potential long term effects: Services like Uber
affect socio-economic issues worldwide by
taking over every facet of the transportation
industry.
innovationtacticts.com

7. Consequentialism under the
branch of Normative Ethics
(ethics of action): “for behaviors
to be judged ethically sound
they must do more good than
harm”
But is that the case?

8. Primary Example: Uber
● Minimal barriers to entry influx of drivers unfair competition with pre-
existing taxi companies
Ethical Dilemma: Trade off between the livelihood of people trying to provide for themselves or their family vs
convenience and cheaper alternative for others

9. Ethics and Legality of Ridesharing platforms vs Taxis
Taxis
● Employees; receive benefits
● Companies and unions protect
against driver abuse and
violence
● Unions
● Company pays taxes
Uber and Lyft
● Independent Contractors; do
NOT receive benefits
(healthcare, 401k
contributions)
● Companies do NOT protect
against driver abuse and
violence
● Not employees so no unions
● Drivers pay personal vehicle
taxes

10. Sustainability Ethical and Legal Implications
● Environmental ethics of sustainability
○ Ex: Bike - Sharing program in China, similar to Divvy
○ Unsustainable practice: dumping of bikes that will not decompose and
instead harm the environment

11. Future ethical and legal implications
● Advancements: Use of big data (Blockchain and Artificial Intelligence)
● Consequences:
○ Personal data collected not aligned with standards of data protection
○ Self driving automotive industry has not been successful developing a
preventative accident algorithm

12. How are other businesses applying this
trend?
● Businesses using the sharing economy:
○ Replacing old industry with new
○ Looking for more efficient options
● Takes advantage of underutilized assets
○ Reduces idle time and cost
● Shipping industry

13. Our Product
● UberFleet/UberStock
○ UberX
○ Pool
○ UberTandem (bikes)
○ UberFleet
○ UberStock
■ IPO Offerings

14. Our opportunity
● Privately owned since it’s beginning; operating costs exceed gross
profits
● Losing money at alarming rate
● Sheer volume makes them profitable
○ Amazon Price Model (Volume=Profits)
○ Once a private company and losing money, now trillion dollar
company
● UberStock

15. Pricing
● Replace Uber’s current rental program (Hertz, Fair)
● More power to driver/consumer
○ May not be able to pay 400$/wk if driving to make ends
meet
○ UberStock → Car makes money for you
■ $300=20 Shares of company invested in your car
■ Incentivizes drivers to drive and consumer to offer car
to be driven
○ Invest yourself ($15-$20/ IPO Share)

16. Placement and Promotions
● Increased Urban/suburban Populations → Increased
traffic in and out of the city
● “Transumerism” Value in experiences over ownership
○ Share the ride
● Low barrier of entry (UberX, UberEats)

17. Questions?