In this presentation , we try to understand the business model of Uber with digital strategy as the backbone. Also we look into the financial strategy of Uber , the challenges it is facing
How Uber Works Uber Business Model & Revenue Model It is a business model is an on-demand transportation service in the taxi industry all across the world
https://futureworktechnologies.com/how-uber-works-business-model-revenue-uber-insights/
Uber is a global ride-sharing service founded in 2009 that now operates in over 500 cities worldwide. It has faced significant challenges to its brand image due to high-profile scandals involving its executives and attempts to profit from protests. While still the dominant player, competitors like Lyft have gained popularity by prioritizing driver and rider happiness through features like tipping. Other competitors such as Fasten and Flywheel have also emerged with different business models focusing on lower fares for riders or higher pay for drivers.
Uber is an American company that offers vehicles for hire, food delivery, package delivery, and other services through a mobile app platform. Founded in 2009, Uber now operates in 69 countries and has a current valuation of $120 billion. Uber's business model connects passengers who need transportation or delivery services with drivers or couriers through their mobile app, taking a commission from each transaction. Uber has expanded beyond its original ridesharing business into new areas like food delivery, freight, and autonomous vehicles.
Analysis UBER's strategy.
1. Define the problem UBER has tried to solve. (from both supplier and consumer's points of view)
2. Transportation industry(Taxi) before UBER
3. How UBER business actually works
4. Their international strategy
5. Five forces analysis
6. Challenges and suggestions
Uber is a network orchestrator that connects passengers with drivers through a mobile app. It operates in 57 countries and 300+ cities. The presentation outlines Uber's business model, customer segments, value propositions, pricing structures, growth strategies, challenges and competitors. It discusses Uber's plans to expand into new services like food delivery to diversify its business and continue strong growth. The presentation also considers whether changing Uber's business model to that of an aggregator could help address some legal and regulatory issues.
The document outlines Uber's IPO preparation timeline from 24 months to 1 month before going public. It details steps like establishing governance, assessing financials and risks, ensuring regulatory compliance, and finalizing board and management. Key actions include recruiting advisors, enhancing controls, addressing legal issues, confirming IPO benefits, and analyzing competitors. The timeline aims to position Uber for a successful IPO.
Trent Kalanick's quote summarizes Uber's original goal of providing on-demand transportation with the push of a button. However, Uber now faces strategic issues as both a business and sharing economy platform. As a business, Uber leverages its technology and labor cost advantages but also faces weaknesses from lawsuits and regulations. As a sharing economy platform, Uber benefits communities but avoids some taxes and responsibilities of traditional transportation providers. Rivals increasingly challenge Uber's model on various fronts.
Uber is a ride-sharing company headquartered in San Francisco that operates in over 70 countries. It offers various vehicle services through its app including UberX, UberBlack, UberXL, and UberPool. Uber has raised over $6.6 billion in funding across 12 rounds and has over 10 million users and 200,000 drivers worldwide. It faces competition from Lyft in the US and other regional players internationally. The document recommends Uber focus on expanding into new international markets, developing new services beyond ride-sharing, and creating a loyalty rewards program for customers.
How Uber Works Uber Business Model & Revenue Model It is a business model is an on-demand transportation service in the taxi industry all across the world
https://futureworktechnologies.com/how-uber-works-business-model-revenue-uber-insights/
Uber is a global ride-sharing service founded in 2009 that now operates in over 500 cities worldwide. It has faced significant challenges to its brand image due to high-profile scandals involving its executives and attempts to profit from protests. While still the dominant player, competitors like Lyft have gained popularity by prioritizing driver and rider happiness through features like tipping. Other competitors such as Fasten and Flywheel have also emerged with different business models focusing on lower fares for riders or higher pay for drivers.
Uber is an American company that offers vehicles for hire, food delivery, package delivery, and other services through a mobile app platform. Founded in 2009, Uber now operates in 69 countries and has a current valuation of $120 billion. Uber's business model connects passengers who need transportation or delivery services with drivers or couriers through their mobile app, taking a commission from each transaction. Uber has expanded beyond its original ridesharing business into new areas like food delivery, freight, and autonomous vehicles.
Analysis UBER's strategy.
1. Define the problem UBER has tried to solve. (from both supplier and consumer's points of view)
2. Transportation industry(Taxi) before UBER
3. How UBER business actually works
4. Their international strategy
5. Five forces analysis
6. Challenges and suggestions
Uber is a network orchestrator that connects passengers with drivers through a mobile app. It operates in 57 countries and 300+ cities. The presentation outlines Uber's business model, customer segments, value propositions, pricing structures, growth strategies, challenges and competitors. It discusses Uber's plans to expand into new services like food delivery to diversify its business and continue strong growth. The presentation also considers whether changing Uber's business model to that of an aggregator could help address some legal and regulatory issues.
The document outlines Uber's IPO preparation timeline from 24 months to 1 month before going public. It details steps like establishing governance, assessing financials and risks, ensuring regulatory compliance, and finalizing board and management. Key actions include recruiting advisors, enhancing controls, addressing legal issues, confirming IPO benefits, and analyzing competitors. The timeline aims to position Uber for a successful IPO.
Trent Kalanick's quote summarizes Uber's original goal of providing on-demand transportation with the push of a button. However, Uber now faces strategic issues as both a business and sharing economy platform. As a business, Uber leverages its technology and labor cost advantages but also faces weaknesses from lawsuits and regulations. As a sharing economy platform, Uber benefits communities but avoids some taxes and responsibilities of traditional transportation providers. Rivals increasingly challenge Uber's model on various fronts.
Uber is a ride-sharing company headquartered in San Francisco that operates in over 70 countries. It offers various vehicle services through its app including UberX, UberBlack, UberXL, and UberPool. Uber has raised over $6.6 billion in funding across 12 rounds and has over 10 million users and 200,000 drivers worldwide. It faces competition from Lyft in the US and other regional players internationally. The document recommends Uber focus on expanding into new international markets, developing new services beyond ride-sharing, and creating a loyalty rewards program for customers.
UBER-Current Strategy, Competition Analysis and Global ExpansionShaminder Saini
UBER Worldwide, Business Proposition, Funding Mechanism, Taxi Industry Impact, Porter's Five Forces, PESTEL Analysis, BCG Matrix, SWOT, Levels of Service, Customer Engagement, Value Proposition, Disruptive Strategies, Global Expansion
Uber's Market Strategy - An example of modern day business modelsRahul Shaha
This is a presentation on Uber's two-sided market strategy. Tools suchas the Porter's 5 Forces, Business Model Canvas and PESTEL analysis have been used.
Uber was co-founded in 2009 by Travis Kalanick and Garrett Camp. It launched officially in San Francisco in 2011 and has since expanded globally. Uber's mission is to evolve how the world moves by offering a seamless taxi-hiring service through its app. It aims to provide customers an easy way to get a ride instantly. Uber sees opportunities in increasing investment and using cheaper electric vehicles, but faces threats from rising competition and lack of government regulation in some markets.
Uber launched in San Francisco in 2009 as an app-based transportation network and has since expanded to 70 cities globally, raising $1.5 billion for expansion. Uber offered free promotional rides which helped gain more customers through word-of-mouth referrals. As the company has grown, Uber has seen increases in both employees and the number of rides given annually. Customers praise Uber's convenient and easy-to-use app that allows them to quickly request rides and see details of the driver and route.
Uber has expanded globally to over 70 countries and 540 cities since 2009. It uses a mix of geographic and demographic segmentation to target urban areas and offer different service tiers like Uber Select, Uber X, and Uber Scooter. While Uber faces competition from other ridesharing companies and regulations, its strengths include technology, affordable prices, and global presence. Uber's marketing mix involves promoting its brand and services through its app, website, and partnerships.
Uber was founded in 2008 by Garrett Camp and Travis Kalanick who came up with the idea while attending a conference in Paris. They started developing the UberCab mobile app to connect riders and drivers. Uber launched in 2010 in San Francisco and expanded to other cities. However, the company faced many crises due to its aggressive tactics and internal culture issues, which resulted in leadership changes. Today, Uber operates in many countries but faces challenges from regulators and competitors.
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.
Uber was founded in 2009 in San Francisco by Travis Kalanick and Garrett Camp. It operates a mobile app and website that connects riders to drivers for transportation services like rides and delivery. Uber launched various marketing campaigns over the years, including delivery of Christmas trees and hot air balloon rides. It uses dynamic pricing and ratings for both riders and drivers. Drivers must pass requirements like submitting a selfie. While convenient, Uber faces some legal challenges in countries where it disrupts existing transportation regulations.
Uber is an American company that offers vehicles for hire, food delivery, and package delivery. It began in 2009 as UberCab and launched its ridesharing service in 2011. Uber uses an app to connect riders to drivers, and has grown significantly since its founding to offer other services and become one of the largest transportation networks in the world, with over 100 million users. Technology is central to Uber's business model and has enabled its rapid growth and success.
This document provides a 10 step marketing plan for Kenneth O. Sychingping for Uber.
1) Uber targets VIPs aged 41-50 from social classes A and B who value security, convenience and comfort.
2) Uber differentiates by providing nicer cars, personal drivers and a premium experience compared to competitors like taxis, Grab and Easy Taxi.
3) While Uber has a small market share currently based on Facebook likes, the transportation market in Metro Manila is significant, representing an opportunity for growth.
The document describes the business model of Uber, including its key partners, activities, resources, value propositions, customer relationships, channels, customer segments, cost structure, and revenue streams. It then discusses how Uber started in 2008 when the founders had trouble getting a cab in Paris and decided to create a mobile app to revolutionize transportation. By 2010, Uber was testing its service in New York City with a few cars.
Uber operates an on-demand transportation platform that connects riders and drivers through a mobile app. It utilizes key partners like drivers, investors, technology companies and payment systems. Uber's business model focuses on acquiring and retaining customers through fast pickup times, competitive pricing, and a safe and cashless experience. It generates revenue primarily from fares but also seeks to expand to more cities and monetize the large amount of customer data it collects.
Uber was founded in 2009 by Travis Kalanick and Garrett Camp. It launched its iOS and Android app in 2010 and raised $50 million from investors that year. By 2013, Uber had expanded to 19 countries and 35 cities globally. As of late 2014, Uber was valued at $40 billion and generating an estimated $125 million in revenue in 2013, with projections to hit $10 billion in annual revenue by the end of 2015. The document provides an overview of Uber's history, growth, business model, and use of dynamic surge pricing.
Uber uses dynamic pricing, also called surge pricing, where fares are adjusted upwards during periods of high demand to incentivize more drivers to meet rider demand. This strategy allows Uber to maximize supply and demand but has faced challenges from regulators limiting fare increases and from competitors. While Uber has yet to be profitable, its losses are decreasing as it grows and updates its pricing approach, such as showing quoted prices instead of multipliers, though customers still sometimes object to perceived price increases during surges.
Uber's Rapid Growth with Innovative Strategy Mubeena Soomro
Uber rapidly expanded from its founding in 2009 in the United States to over 65 countries and 570 cities globally by 2012-2013. Using an innovative strategy of operating as a transportation network without owning vehicles or directly employing drivers, Uber was able to double its revenues every 6 months. However, Uber's aggressive expansion tactics and controversial practices have led to increasing lawsuits, bans in some areas, and conflicts with regulators and the taxi industry.
Case study on the evolving eCommerce Ride Hailing market and Uber's current position. Project involved analysis of competitors domestic and global and gave recommendations on how Uber can continue to be competitive in the Ride Hailing market
Uber relies on driver engagement to ensure reliable transportation. The document discusses key factors for Uber's success, including driver treatment and incentives. It notes issues like low pay and feeling expendable. The proposed solution is a comprehensive engagement strategy focusing on rewarding drivers, communication, developing loyalty, and promoting Uber's competitive advantages. Effectiveness would be measured by analyzing business outcomes like customer ratings, productivity and turnover in high-engagement units versus low-engagement units.
UBER 2.0 Final Presentation - Final Project - IIM Lucknow InternshipArijit Mondal
Uber is introducing an upgraded app called Uber 2.0 to provide an improved customer experience during trips. Uber 2.0 will offer in-car entertainment like monitors with content, newspapers and magazines. It will integrate additional services like bill payments and travel booking. The app aims to address customer needs like boredom, stress and knowing their location by consolidating third-party apps. Uber 2.0 will have subscription plans starting at Rs. 249 monthly and will offer comfort features for senior citizens. The goal is to enhance customer engagement and generate more revenue to reinvest in research and development.
Uber might provoke controversy, but there is no doubting the fact that it has been one of the most disruptive companies in the last decade. In this useful deck, our Mobile Product Strategist, Hamish Vallabh, outlines eight key things about great product design that you can learn from straight from one of the best 'habit-forming' services.
UBER-Current Strategy, Competition Analysis and Global ExpansionShaminder Saini
UBER Worldwide, Business Proposition, Funding Mechanism, Taxi Industry Impact, Porter's Five Forces, PESTEL Analysis, BCG Matrix, SWOT, Levels of Service, Customer Engagement, Value Proposition, Disruptive Strategies, Global Expansion
Uber's Market Strategy - An example of modern day business modelsRahul Shaha
This is a presentation on Uber's two-sided market strategy. Tools suchas the Porter's 5 Forces, Business Model Canvas and PESTEL analysis have been used.
Uber was co-founded in 2009 by Travis Kalanick and Garrett Camp. It launched officially in San Francisco in 2011 and has since expanded globally. Uber's mission is to evolve how the world moves by offering a seamless taxi-hiring service through its app. It aims to provide customers an easy way to get a ride instantly. Uber sees opportunities in increasing investment and using cheaper electric vehicles, but faces threats from rising competition and lack of government regulation in some markets.
Uber launched in San Francisco in 2009 as an app-based transportation network and has since expanded to 70 cities globally, raising $1.5 billion for expansion. Uber offered free promotional rides which helped gain more customers through word-of-mouth referrals. As the company has grown, Uber has seen increases in both employees and the number of rides given annually. Customers praise Uber's convenient and easy-to-use app that allows them to quickly request rides and see details of the driver and route.
Uber has expanded globally to over 70 countries and 540 cities since 2009. It uses a mix of geographic and demographic segmentation to target urban areas and offer different service tiers like Uber Select, Uber X, and Uber Scooter. While Uber faces competition from other ridesharing companies and regulations, its strengths include technology, affordable prices, and global presence. Uber's marketing mix involves promoting its brand and services through its app, website, and partnerships.
Uber was founded in 2008 by Garrett Camp and Travis Kalanick who came up with the idea while attending a conference in Paris. They started developing the UberCab mobile app to connect riders and drivers. Uber launched in 2010 in San Francisco and expanded to other cities. However, the company faced many crises due to its aggressive tactics and internal culture issues, which resulted in leadership changes. Today, Uber operates in many countries but faces challenges from regulators and competitors.
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.
Uber was founded in 2009 in San Francisco by Travis Kalanick and Garrett Camp. It operates a mobile app and website that connects riders to drivers for transportation services like rides and delivery. Uber launched various marketing campaigns over the years, including delivery of Christmas trees and hot air balloon rides. It uses dynamic pricing and ratings for both riders and drivers. Drivers must pass requirements like submitting a selfie. While convenient, Uber faces some legal challenges in countries where it disrupts existing transportation regulations.
Uber is an American company that offers vehicles for hire, food delivery, and package delivery. It began in 2009 as UberCab and launched its ridesharing service in 2011. Uber uses an app to connect riders to drivers, and has grown significantly since its founding to offer other services and become one of the largest transportation networks in the world, with over 100 million users. Technology is central to Uber's business model and has enabled its rapid growth and success.
This document provides a 10 step marketing plan for Kenneth O. Sychingping for Uber.
1) Uber targets VIPs aged 41-50 from social classes A and B who value security, convenience and comfort.
2) Uber differentiates by providing nicer cars, personal drivers and a premium experience compared to competitors like taxis, Grab and Easy Taxi.
3) While Uber has a small market share currently based on Facebook likes, the transportation market in Metro Manila is significant, representing an opportunity for growth.
The document describes the business model of Uber, including its key partners, activities, resources, value propositions, customer relationships, channels, customer segments, cost structure, and revenue streams. It then discusses how Uber started in 2008 when the founders had trouble getting a cab in Paris and decided to create a mobile app to revolutionize transportation. By 2010, Uber was testing its service in New York City with a few cars.
Uber operates an on-demand transportation platform that connects riders and drivers through a mobile app. It utilizes key partners like drivers, investors, technology companies and payment systems. Uber's business model focuses on acquiring and retaining customers through fast pickup times, competitive pricing, and a safe and cashless experience. It generates revenue primarily from fares but also seeks to expand to more cities and monetize the large amount of customer data it collects.
Uber was founded in 2009 by Travis Kalanick and Garrett Camp. It launched its iOS and Android app in 2010 and raised $50 million from investors that year. By 2013, Uber had expanded to 19 countries and 35 cities globally. As of late 2014, Uber was valued at $40 billion and generating an estimated $125 million in revenue in 2013, with projections to hit $10 billion in annual revenue by the end of 2015. The document provides an overview of Uber's history, growth, business model, and use of dynamic surge pricing.
Uber uses dynamic pricing, also called surge pricing, where fares are adjusted upwards during periods of high demand to incentivize more drivers to meet rider demand. This strategy allows Uber to maximize supply and demand but has faced challenges from regulators limiting fare increases and from competitors. While Uber has yet to be profitable, its losses are decreasing as it grows and updates its pricing approach, such as showing quoted prices instead of multipliers, though customers still sometimes object to perceived price increases during surges.
Uber's Rapid Growth with Innovative Strategy Mubeena Soomro
Uber rapidly expanded from its founding in 2009 in the United States to over 65 countries and 570 cities globally by 2012-2013. Using an innovative strategy of operating as a transportation network without owning vehicles or directly employing drivers, Uber was able to double its revenues every 6 months. However, Uber's aggressive expansion tactics and controversial practices have led to increasing lawsuits, bans in some areas, and conflicts with regulators and the taxi industry.
Case study on the evolving eCommerce Ride Hailing market and Uber's current position. Project involved analysis of competitors domestic and global and gave recommendations on how Uber can continue to be competitive in the Ride Hailing market
Uber relies on driver engagement to ensure reliable transportation. The document discusses key factors for Uber's success, including driver treatment and incentives. It notes issues like low pay and feeling expendable. The proposed solution is a comprehensive engagement strategy focusing on rewarding drivers, communication, developing loyalty, and promoting Uber's competitive advantages. Effectiveness would be measured by analyzing business outcomes like customer ratings, productivity and turnover in high-engagement units versus low-engagement units.
UBER 2.0 Final Presentation - Final Project - IIM Lucknow InternshipArijit Mondal
Uber is introducing an upgraded app called Uber 2.0 to provide an improved customer experience during trips. Uber 2.0 will offer in-car entertainment like monitors with content, newspapers and magazines. It will integrate additional services like bill payments and travel booking. The app aims to address customer needs like boredom, stress and knowing their location by consolidating third-party apps. Uber 2.0 will have subscription plans starting at Rs. 249 monthly and will offer comfort features for senior citizens. The goal is to enhance customer engagement and generate more revenue to reinvest in research and development.
Uber might provoke controversy, but there is no doubting the fact that it has been one of the most disruptive companies in the last decade. In this useful deck, our Mobile Product Strategist, Hamish Vallabh, outlines eight key things about great product design that you can learn from straight from one of the best 'habit-forming' services.
Uber is a platform that connects passengers to drivers of available car services. The Uber mobile app allows passengers to electronically hail a car based on their location, and all ride transactions are automatically billed to the passenger's credit card on file. While taxis have faced little change to their business model since the 1940s, Uber has disrupted the transportation industry by creating a convenient and reliable ride-hailing service through a smartphone application.
Uber has grown rapidly by identifying poorly served transportation markets and developing a platform that provides rides with a simple tap of a button. It leverages smartphones and infrastructure from companies like Google and Apple to precisely locate and connect riders and drivers. Uber's network of on-demand drivers allows it to efficiently match supply and demand in real-time. It continues innovating and adapting its services to new markets and user needs.
Uber provides luxury car and taxi services through a mobile app. As of August 2013, Uber was valued at $3.5 billion including a $258 million investment from Google Ventures. With around 300 employees, Uber generated an estimated $125 million in revenue for 2013. Founded in 2009, Uber has expanded from San Francisco to 19 countries and 35 cities around the world. Known for its high-end UberBlack service, Uber aims to be "everyone's private driver" through a focus on customer experience and by taking a commission from independent drivers on its network rather than employing its own drivers. While facing competition from other ridesharing companies and local taxis, Uber's model of creating new niche markets and obtaining user feedback
The Legal Implications of Sharing Economy Models: A Deeper Look into Uber’s I...TAG Alliances
Created and Presented by: Christopher S. Hill of Kirton McConkie
At our Santa Monica breakout session, we were introduced to several legal issues that have been impacted by the rapid growth of sharing economy businesses. Uber’s legal challenges provide a template for many of these sharing economy legal issues, from unfair competition to employment and agency. Courts are ruling that traditional analytical models and precedent do not translate and apply well to sharing economy circumstances. This session will provide a more in-depth report on several legal issues facing Uber and other sharing economy businesses such as Airbnb, and conclude with a roundtable-style discussion of experiences in these markets faced by the attendees.
The document outlines Uber's crisis communications plan. It defines a crisis as an unpredictable event that could negatively impact Uber's business, reputation, or relationships. It then describes Uber's rapid response team, which would be activated during a crisis to assess the situation, establish a response strategy, and monitor the situation. The plan also analyzes three potential crisis scenarios Uber may face: an incident where an Uber driver killed six people, ongoing issues with background checks, and the potential for a cyber attack or data breach. It emphasizes the importance of preparation and being ready to swiftly respond in order to minimize damage to Uber's reputation and business during a crisis.
The document discusses regulation of sharing economies. It begins with an overview of sharing economy concepts and characteristics, including definitions that emphasize peer-to-peer access to goods and services. Issues discussed include the redefinition of traditional jobs in favor of gig work and how this challenges labor laws. The document then examines different regulatory approaches, highlighting challenges with conventional regulation for new sharing economy platforms. It proposes a collaborative, self-regulation model where companies set standards negotiated with governments and use customer ratings and banning from networks as enforcement mechanisms.
This document provides an analysis comparing the social media strategies and platforms of Uber and Lyft. It analyzes each company's presence on Facebook, Twitter, Instagram, LinkedIn, and YouTube. For most platforms, Lyft creates more entertaining content while Uber focuses on professionalism. However, Uber generally has more followers and engagement. The document concludes Uber has the stronger overall social media strategy due to its larger reach and ability to drive downloads and new customers.
Sharing experiences from Careem by Andreas HägglundAgile ME
Careem is the most promising start-up in the UAE (according to Forbes at http://www.forbesmiddleeast.com/en/lists/people/pname/careem/pid/90822/) and is battling Uber for supremacy in the car hailing industry in the middle east. Andreas Hagglund is chief post-it writer and works with the business, product and engineering teams to build a truly agile organization. In this session he will tell you more about Careems journey and share some of the learnings from building a world class agile organization with in a boot-strapped company in the region. The session is intended to be more of a discussion and a Q&A so please, come prepared to ask questions and participate.
Uber mobility - High Performance NetworkingDhaval Patel
Speakers: Ganesh Srinivasan & Minh Pham (Uber), Jim Roskind (Neumob), Makarand Dharmapurikar & Eric Anderson (Google), and Karthik Ramgopal (LinkedIn)
Networking is one of the most important, yet often underserved aspects of any mobile application. The latency and bandwidth of mobile networks can vary greatly between cities and even within cities, ranging from broadband LTE speeds to performance that feels more like a 300 baud modem.
You can read more about Uber Mobility here : https://www.uber.com/p/uber-mobility/
This presentation was made on the 15th June at the Shared and App Based Transport Innovation Seminar, organised by the Institute for Sensible Transport.
Professor Currie is based at Monash University.
The concpet of network orchestration is about experience innovation. It shows how to build and collaborate within networks. Through creative rethinking of your business you will be able to realize new ways for growth.
Uber is a ride-sharing company that was founded in 2009 and connects passengers with drivers through a mobile app. It operates in over 60 countries and 327 cities. While Uber's business model provides flexibility for drivers and reliable transportation for passengers, it faces challenges such as safety issues, legal battles with regulators who say it operates illegally as a taxi service, and competition from Lyft. Uber's strengths include its large market share and brand recognition, but it also operates at a loss and has concerns about privacy and surge pricing. Its future opportunities include expanding into new markets and developing self-driving vehicles, but threats include increased regulation and campaigns against using the app.
Video and slides synchronized, mp3 and slide download available at URL http://bit.ly/1OKo5FN.
Danny Yuan discusses how stream processing is used in Uber's real-time system to solve a wide range of problems, including but not limited to real-time aggregation and prediction on geospatial time series, data migration, monitoring and alerting, and extracting patterns from data streams. Yuan also presents the architecture of the stream processing pipeline. Filmed at qconsf.com.
Danny Yuan is a software engineer in Uber. He's currently working on streaming systems for Uber's logistics platform. Prior to joining Uber, he worked on building Netflix's cloud platform. His work includes predictive autoscaling, distributed tracing service, real-time data pipeline that scaled to process hundreds of billions of events every day, and Netflix's low-latency crypto services.
The document discusses ways that Uber could enhance its service and platform beyond just transportation. It suggests that Uber could become an international content platform by allowing riders to anonymously share content they see on their phones with subsequent riders. Popular shared content could be featured locally, regionally, and nationally on an online channel. It also proposes that the Uber app could provide information about local history and areas to discover to mimic what taxi drivers offer and attract more riders through educational "ride along" experiences.
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 is expanding globally and considering entering the Chinese market. The document provides background on Uber's founding in 2009 as a mobile app for ridesharing. It has grown rapidly to operate in over 68 countries and 300 cities worldwide. Uber faces challenges expanding into new markets from opposition by taxi unions and regulators, as well as some safety and ethical concerns regarding surge pricing. The company aims to disrupt the taxi industry with its business model of using independent contractor drivers without owning vehicles itself.
Uber technologies, Inc. Business analysisOmar Khafagy
Uber Technologies, Inc. is a ridesharing company that operates a smartphone app allowing users to request rides. The document provides an analysis of Uber's business model, strategies, management team, and financials. It details how Uber functions as a platform connecting drivers and riders, how it generates revenue, and its rapid global expansion. Uber's success is attributed to its strategic disruption of the taxi industry, heavy investment in technology, and ability to adapt to legal and market challenges. Projections estimate Uber's continued revenue growth as it expands into more cities worldwide.
A picture is worth a thousand words. Discussion question for this.docxkeiran409es
A picture is worth a thousand words. Discussion question for this week, please view the periodic table of visualization at the following link (https://www.visual-literacy.org/periodic_table.html). Choose one Data Visualization and one Compound Visualization by placing your mouse cursor over each option.
2-1 Introduction
Uber Technologies Inc. (Uber) is a tech startup that provides ride-sharing services by
facilitating a connection between independent contractors (drivers) and riders with the use
of an app. Uber has expanded its operations to 425 cities in 72 countries around the world
and is valued at around $70 billion, making it the world’s most valuable startup.
Approximately 30 million users use Uber’s services monthly. Uber has become a key player
in the sharing economy, a new economic model in which independent contractors rent out
their underutilized resources such as vehicles or lodging to other consumers. The sharing
economy is quickly becoming an alternative to owning resources outright. Because its
services cost less than taking a traditional taxi, Uber and similar ride-sharing services have
upended the taxi industry. The company has experienced resounding success and is
looking toward expansion both internationally and within the United States.
However, Uber’s rapid success is creating challenges in the form of legal and regulatory,
social, and technical obstacles. The taxi industry, for instance, is arguing that Uber has an
unfair advantage because it does not face the same licensing requirements as they do.
Others accuse Uber of not vetting their drivers, creating potentially unsafe situations. Some
major cities are banning ride-sharing services like Uber because of these various concerns.
Additionally, Uber has faced various lawsuits, including a lawsuit filed by its independent
contractors. Its presence in the market has influenced lawmakers to draft new regulations to
govern this “app-driven” ride-sharing system. Legislation can often hinder a company’s
expansion opportunities because of the resources it must expend to comply with regulatory
requirements. Uber has been highly praised for giving independent contractors an opportunity to earn money as long as they have a car, while also offering convenient ways for consumers to get around at lower costs. Although its “Surge Pricing” technique has been criticized for charging higher fares during popular times, it is also becoming a model for other companies such as Zappos in how it compensates its call center employees. The biggest issues Uber faces include legal action because drivers are not licensed, rider and driver safety,protection and security of customer and driver information, and a lack of adequate insurance coverage. To be successful, Uber must address these issues in its marketing strategy so it can reduce resistance as it expands into other cities.
2-2 Background
In 2009 Travis Kalanick and Garrett Camp developed a smartphone application to connect
dri.
2-1 IntroductionUber Technologies Inc. (Uber) is a tech startu.docxherminaprocter
2-1 Introduction
Uber Technologies Inc. (Uber) is a tech startup that provides ride-sharing services by
facilitating a connection between independent contractors (drivers) and riders with the use
of an app. Uber has expanded its operations to 425 cities in 72 countries around the world
and is valued at around $70 billion, making it the world’s most valuable startup.
Approximately 30 million users use Uber’s services monthly. Uber has become a key player
in the sharing economy, a new economic model in which independent contractors rent out
their underutilized resources such as vehicles or lodging to other consumers. The sharing
economy is quickly becoming an alternative to owning resources outright. Because its
services cost less than taking a traditional taxi, Uber and similar ride-sharing services have
upended the taxi industry. The company has experienced resounding success and is
looking toward expansion both internationally and within the United States.
However, Uber’s rapid success is creating challenges in the form of legal and regulatory,
social, and technical obstacles. The taxi industry, for instance, is arguing that Uber has an
unfair advantage because it does not face the same licensing requirements as they do.
Others accuse Uber of not vetting their drivers, creating potentially unsafe situations. Some
major cities are banning ride-sharing services like Uber because of these various concerns.
Additionally, Uber has faced various lawsuits, including a lawsuit filed by its independent
contractors. Its presence in the market has influenced lawmakers to draft new regulations to
govern this “app-driven” ride-sharing system. Legislation can often hinder a company’s
expansion opportunities because of the resources it must expend to comply with regulatory
requirements. Uber has been highly praised for giving independent contractors an opportunity to earn money as long as they have a car, while also offering convenient ways for consumers to get around at lower costs. Although its “Surge Pricing” technique has been criticized for charging higher fares during popular times, it is also becoming a model for other companies such as Zappos in how it compensates its call center employees. The biggest issues Uber faces include legal action because drivers are not licensed, rider and driver safety,protection and security of customer and driver information, and a lack of adequate insurance coverage. To be successful, Uber must address these issues in its marketing strategy so it can reduce resistance as it expands into other cities.
2-2 Background
In 2009 Travis Kalanick and Garrett Camp developed a smartphone application to connect
drivers-for-hire with people needing rides to a destination in their city. Earlier in the year the
founders had attended the inaugural address in Washington, D.C. and could not hail a taxi.
They recognized the need for a convenient, low-cost transportation service. This innovative
service was originally founded.
(1) Uber is a ridesharing company headquartered in San Francisco that offers services like ridesharing, food delivery, and transportation. It was founded in 2009 by Travis Kalanick and Garrett Camp.
(2) Uber operates in over 600 cities worldwide and has over 75 million customers and 3 million drivers. However, it has faced significant losses since its inception as it invests heavily in growth.
(3) While Uber has disrupted the transportation industry with its innovative app and business model, it has also faced many scandals, lawsuits, and public backlash around issues like exploitation of drivers and passenger safety.
The document provides a SWOT analysis for Uber. It discusses Uber's strengths such as its brand recognition, large fleet size enabled by independent contractors, and user-friendly app. Weaknesses include low barriers to entry allowing competition and lack of local market knowledge internationally. Opportunities exist in expanding to underserved markets and calculating prices dynamically. Threats include competition from Lyft, regulations from threatened taxi companies, and future technology like self-driving cars.
Uber is a smartphone app that provides transportation and food delivery services by connecting riders and drivers. It was founded in 2009 and relies on licensed drivers and their personal vehicles. Uber uses data analytics to determine surge pricing and allow riders to rate drivers. However, Uber faced regulatory issues from taxi companies and struggled with expansion due to competition and controversies. In 2017, the CEO resigned after several lawsuits and scandals damaged Uber's image. The new CEO has focused on improving diversity, negotiating with regulators, and preparing for an IPO.
Ride Sharing App Development- A Gateway to Enhance Travel & Tourism Industry.pdfTechugo
Many fundamental steps are required to create ridesharing apps that are unique and effective. This includes conducting market research, selecting key features, and estimating costs.
There must be two panels, one for riders/passengers and another for drivers. This divides the fundamental elements required to build a rideshare management app.
This article will discuss the features you need to include when working with a ride sharing app development company such as Techugo to build a rideshare app.
Running head Uber Case Study2Uber Case Study.docxjenkinsmandie
Running head: Uber Case Study
2
Uber Case Study
Uber Case Study
XXX Student Name
June 30, 2018
I. Overview of Uber
Uber is a ride sharing company that was launched in San Francisco in 2010 when UberCab connected its first rider with a town car for a ride across the city (Uber.com). The company was designed to allow consumers to hail a ride from local drivers with the simple push of a button (using an app), and has since disrupted the taxi cab industry. The inception of Uber brought new technology and ideas into a transportation sector historically lacking in innovation and customer service. The company’s founders saw an opportunity to use technologies such as smartphones, GPS and Google Maps to improve transportation and the result has been a more convenient, faster and cheaper service.
Uber is headquartered in San Francisco, California and operates by charging consumers for rides. This is primarily how the company generates revenue (although they do participate in some advertising on their website). The Uber app facilitates the location of a driver and the transfer of funds. The fare is then charged to the consumer’s credit card (Investopedia.com, 2018). Uber quickly raised money and launched operations in hundreds of cities; it is now in over 65 countries and cities worldwide. Last year, Uber announced it had completed 4 billion trips (15 million trips are completed each day) (Uber.com).
Since 2010, Uber’s service offerings have become quite expansive. Although they initially offered only full service luxury vehicles, now when hailing a ride consumers have choices such as Uber Pool, Uber X, Uber XL and Uber Black. These choices were non-existent previously with taxi cab companies. More recently, Uber has entered other markets such as the food delivery business. They now offer services such as UberEATs which delivers food from local restaurants (Ubereats.com, 2018).
To understand Uber’s main competitors and market structure, it is important to understand some of the history behind taxi companies, especially in major cities. Taxi cab drivers had a monopoly prior to Uber entering in many cities such as New York. In 1937, New York City passed the Haas Act which established a licensing system to influence supply. The system required taxi drivers to purchase a medallion in order to operate. The government sells limited numbers of medallions which allows them to control competition and entry into the market. This is at the expense of consumers since it restricts supply and keeps costs high. Despite a growing population, the number of available medallions has remained partially fixed, only increasing marginally. Taxi drivers with a medallion enjoy high profits and have fewer incentives to ensure satisfaction. Today, the number of medallions in New York City remains capped, maintaining a barrier to entry.
After Uber launched in New York City, the prices of medallions dropped significantly; this has be.
The document discusses Uber expanding its transportation services globally through partnerships. It provides details on Uber's services like UberX, UberXL, and UberBlackCar. It also discusses Transloc, a company that provides real-time public transportation arrival information. The key partnership discussed is Uber partnering with Transloc to integrate public transportation schedules and real-time arrival data into Uber's platform, allowing users to plan trips combining public transit and Uber rides. This is expected to increase public transit ridership and profits for both companies by making public transportation more convenient and accessible.
This case study explores the journey of Uber and Ola, two ride-hailing giants who revolutionized urban transportation in India. We analyze their distinct strategies, successes, challenges, and overall impact on the nation's mobility landscape.
Uber was founded in 2009 by Travis Kalanick and Garrett Camp. It has grown to become one of the largest ridesharing companies in the world, offering services like food delivery and freight transportation with over 75 million users. Uber operates using a hierarchical structure led by its founders and management. It recruits and trains drivers and executives using processes focused on customer service and cultural fit. The company gathers extensive user data to make decisions and rewards drivers with high ratings. During the COVID-19 pandemic, Uber provided financial assistance to drivers and implemented additional safety measures.
Uber's business model involves earning commissions from rides, typically 20% per ride. It determines pricing and surge pricing to adjust for supply and demand. Uber also earns through loans to drivers and leasing cars. Its app connects drivers to riders through GPS, using algorithms to provide pricing and match supply and demand. This simplified the taxi experience. Drivers benefit from more customers, while riders benefit from prepaid rides without tips.
Uber has proven resilient despite regulations and protests. Its diverse, dynamic workforce and equilibrium between flexible supply and demand have allowed it to adapt. However, surge pricing can burden customers, and Uber relies on incentives to maintain an adequate supply of drivers. It must balance prices to sustain growth.
The presentation describes the business model canvas of UBER as a part of the Entrepreneurship and Innovation Module wherein the Problems faced by UBER is mentioned along with the Recommendations which they can follow in order to improve the companies performance.
Uber- initially known for its taxi booking services, has expanded to on-demand food delivery, freight, and much more. The brand is now recognized globally and is on continuous growth towards attracting more customers and revenue. Read the blog to know the success story of Uber and what makes this brand so lovable.
When we think about the online taxi industry, Uber is the first name that comes to mind. With its perfect solution to the much-needed target audience at the right time, Uber has been able to disrupt the taxi industry and rule the market.
The idea of Uber was developed from the owner’s personal experience when they faced difficulty finding a cab. Since its launch, Uber has constantly improved its services to ensure that it can deliver the best experience to all types of customers. From the target audience in wheelchairs to those who want to travel with their pets and babies, Uber cabs are designed for all.
If you’re considering taxi booking app development and planning to enter the ride-hailing market, Uber’s success story is a must-read. This blog will provide detailed insights into how this simple idea became a billion-dollar company.
The taxi industry has boomed with the rise of taxi aggregators and ride-sharing services enabled by mobile apps. This document describes two main types of taxi services - radio taxi companies that own fleets and hire drivers, and taxi aggregators like Uber that connect independent drivers with riders through a mobile app. Uber in particular is discussed, including its business model, expansion, controversies, and competitors like Lyft. Instant messaging apps are also moving into the taxi space through partnerships that allow users to book rides within the messaging platforms.
The Next Big Thing in Transportation Exploring the Growing Demand for Uber Cl...Grepix Infotech Pvt. Ltd.
In today’s fast-paced world, transportation has evolved beyond traditional means, and the demand for innovative solutions is on the rise. Enter the era of Uber clone, the next big thing in transportation. These revolutionary platforms offer a convenient and efficient way for people to book rides on demand, transforming the way we travel. As the popularity of ride-hailing services continues to soar, entrepreneurs and businesses are recognizing the immense potential of developing their own Uber-like apps. With its user-friendly interface, seamless navigation, and real-time tracking features, an Uber clone app ensures a smooth and hassle-free experience for both riders and drivers. Moreover, it opens up new avenues for revenue generation and business expansion. Whether you’re a startup looking to disrupt the transportation industry or an established business seeking to diversify your offerings, now is the time to explore the growing demand for Uber clone app solutions. Get on board, and be part of the transportation revolution that is shaping the future.
The Rise Of Ride-sharing Apps And Their Impact On The Transportation Industry
The advent of ride-sharing apps like Uber has revolutionized the way we travel. These apps have disrupted the traditional taxi industry by offering a more convenient and cost-effective alternative. With just a few taps on their smartphones, users can request a ride and have a driver pick them up within minutes. This on-demand service has not only provided greater convenience for riders but has also created new opportunities for drivers to earn a flexible income.
Ride-sharing apps have also had a significant impact on the transportation industry as a whole. They have helped alleviate traffic congestion in urban areas by reducing the number of private vehicles on the road. Additionally, they have contributed to a decrease in carbon emissions, as ride-sharing services typically involve more efficient routing and vehicle utilization. As a result, governments and municipalities around the world are increasingly embracing these platforms as a means to improve transportation efficiency and sustainability.
The success of ride-sharing apps like Uber has paved the way for the development of Uber clone app solutions. These solutions aim to replicate the core features and functionality of Uber, allowing entrepreneurs and businesses to create their ride-hailing platforms. By leveraging the proven business model and technology behind Uber, these clone apps offer a fast and cost-effective way to enter the ride-sharing market and tap into its immense potential.
Benefits Of Using Uber Clone App Solutions For Entrepreneurs And Businesses
The growing demand for Uber clone app solutions can be attributed to the numerous benefits they offer to entrepreneurs and businesses. Firstly, these solutions provide a ready-made platform that can be customized to suit specific business requirements.
Top 9 Successful Taxi Apps Inspiring Startups.pdfEliza Smith
Starting a taxi business? This article is designed to assist you to know about the 9 successful taxi booking apps to consider prior to developing a taxi app.
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1. Digital disruption is the change that occurs when new digital
technologies and business models affect the value proposition of
existing goods and services.
3. The worlds most popular media
owner creates no content
The most valuable retailer has no
inventory
The world’s largest accommodation
provider owns no real estate.
Largest telecommunication company
owns no infrastructure
Fastest growing banks have no actual
money
Independent Software vendors do
not write any code 3
4. 4
IN 2015, THE WORLD’S
LARGEST TAXI COMPANY
OWNS NO VEHICLES?
5. [Personal Transportation Industry - TAXI]
License Fare
Taxi supply Regulations
Protective! Costly! No invest!
Gov. Taxi Firm
Low customer satisfaction
6. A study on modern age Business
strategy
Dhruvajyoti Roy
12. Uber is a Carpool & Taxi Assistance venture with main office in San Francisco, California,
and operating in several countries.
By 2015, service was accessible in 58 countries & more than 300 towns
worldwide, estimated more than US$68 billion in December 2015.
Uber is subject of current protests from taxi drivers, taxi houses & elective bodies
with belief that carpool companies are illegal that occupy unfair trade executions &
imperil passenger security.
In December 2014, demonstration has been staged in Germany, India,
Thailand, Spain, France, & England, among other nations, for disturbances
implying riders.
Uber was prohibited in Spain & two towns of India in December 2014, and pursues
to find solutions with many governmental bodies, plus those of U.S. & Australia.
Image curtsey - http://onwardstate.com/wp-content/uploads/2014/09/o-UBER-
15. Customer Segmentation
Do not own a car.
Do not want to
drive themselves
to a party or
function.
Like to travel in
style and want to
be treated as a VIP.
Want a cost-
efficient cab at
their doorstep.
Partner drivers.
16. Targeting
Uber has such a vast customer segment that it has got something on offer for everyone. From Uber Taxis
to Uber Black and from Uber X to Uber SUV, the company has got a vast range for its customers to make a
choice.
Uber serves professionals as they hire an Uber cab to and fro work. For this Uber did few tie-ups with
corporates in the beginning and does so when it launches in a new city in a new country. Apart from
professionals, Uber tries to touch hearts of people by offering special services like:
Uber for Kids: A special service from Uber dedicated for parents who want their kids to reach home from
school in an Uber cab.
Uber for Senior Citizens: Another special service from Uber where it targets senior citizens. As per the
statistics, Senior citizens make for upto 30% to 40% of total rides in many cities. This made Uber have
some special features for seniors and hence attract more senior citizens on the platform.
18. • UberX
• UberXL
• Taxi
• Black
• SUV
• Lux
• UberCargo
• UberFresh
Product Lines
19. Uber product lines
UberX, the low-budget option.
UberBLACK is for consumers who desire to have their own private driver in a high-end sedan.
UberSUV connects users with SUVs
UberLUX is the most expensive service with luxury vehicles
UberXL is similar to UberSUV but is 50 percent less
Other low-cost options include UberPool, which allows passengers to share rides and split the costs, and UberPOP, a service costing
less than UberX because it utilizes non-professional drivers and smaller cars. Despite the opportunities UberPOP provides, its use of
non-professional drivers have led to regulatory issues in different countries.
UberFRESH and UberEATS are meal delivery apps that partner with local restaurants to offer meals to consumers within 10 minutes.
These new services are allowing Uber to branch out and expand its services into different businesses.
24. Areas where UBER plans to disrupt!!
Number of Customers (Demand) The Stability of Demand Organized Competition
Luxury Transportation Low (-) Stable (+) Low (+)
Mass Transportation Medium (+) Unstable (-) High (-)
Delivery Logistics High (++) Stable (+) High (-)
Home Services High (++) Stable (+) Low (+)
26. Provides What Customer Wants
Reliable
Customers get a cab
within minutes
Ease of
use
Easy to operate
application
Affordab
le
uberX at least 10%
cheaper than a Taxi
27. How it works
Uber's rates are alike to metered cabs, and entire lease & remittance is administered
through Uber.
Uber uses a smartphone application to accept ride requests, & then redirects these trip
applications to their chauffeurs.
Travelers use the app to demand rides & track the reserved automobile’s position.
In some towns, if Uber cab is travelling at more than 11 mph (18 km/h), then the
payment is decided upon distance, else the price is decided upon time basis.
On reaching the destination, the entire fare is automatically billed to the customer's
credit card.
Uber has categorized its high prices as premium being paid by the travelers as its
service is reliable, punctual as well as comfortable.
During festival season such as Halloween, New Year's Eve, or severe weather
conditions, Uber reserves rights to increase its prices, alluring more business.
29. • Easy to start
(no license)
• Individual business
(have full control)
• Earn more than taxi
(simple cost structure)
[Incentive to join the network]
Dynamic Pricing Model
(stably balancing quantity of
demand & supply)
• Easy to use
(thru smartphone app)
• Reliable
(arrival time & Fare)
• Cheaper than taxi
(simple cost structure)
• Better quality
(ratings & feedback)
34. Global Multi Domestic
UBER services are available in 58+ countries and 300+ cities around the world
• Govt. regulations
• Communication infrastructure
• Cultural adaptation
• Organizational structure
• The transferability and sustainability of
the technology & information systems
(Navigation system, apps, telematics)
• A very well positioned and easy-to-
recognize brand
UBER
37. Threat of new entrants
Threat of substitutes
Suppliers’ power Buyers’ power
Intensity of rivalry
BARRIERS TO ENTRY: MEDIUM-HIGH
Government policy
UBER’s strong brand identity
UBER first mover advantage
RIVALRY DETERMINANTS:HIGH
Large number of firms
Fast market growth
(industry in apps segment)
Similar cost structure
Low switching cost
Low diversity within rivals
DETERMINANTS OF BUYER POWER: HIGH
Many substitute available
Switching cost is cheap
DETERMINANTS OF SUBSTITUTES THREAT : HIGH
High buyer inclination to substitute
(Strong public transportation system/taxi/car-sharing…)
Price elasticity is high
[DRIVER] DETERMINANTS of SUPPLIER POWER: LOW
Many competitive suppliers
Low bargaining power
Low impact of input on cost
[Others] DETERMINANTS of SUPPLIER POWER: MED
Navigation or Background check companies
[Porter’s five forces analysis]
40. [Three big challenges & Group suggestions]
Regulations1 Imitators2 New Technology3
Challenges
• Current law systems says
UBER is illegal in most
cities (No licensed drivers)
• Total or partial prohibition
of the services and
advertising, fines,
confiscations of cars and
other penalties
• Basically anyone with a
car and a driver’s license
could be a competitor
• There are many
companies operating in
very similar ways as UBER
(e.g. LYFT and Sidecar)
• New disruptive
technology
• New business model
• Driverless cars
Suggestions
• Establishing better and
earlier relationships with
government
• Pushing drivers to obtain
such permits by
themselves
• “Too big to fail” strategy
• Reinforce safety system
& Improve PR
• Lock-in strategy through
Google synergy (e.g.
maps)
& UBER brand synergy
• Retain critical mass and
achieve economy of
scale
• Leverage big data
• Partnership/Acquisition
of technology
companies
(Leverage Google)
• Invest R&D
41. Recent Setbacks
4
3
2
1
Thailand announced Uber illegal. Regulatory
obstacles were slammed in Germany, Netherlands &
San Francisco, where a chauffeur has been imposed
in a mishap leading to the demise of a six-year-old
girl.
Judge in Spain prohibited Uber's
carpool on Tuesday, 9th December
2014, stating it breached laws.
On 9th December 2014, San
Francisco & Los Angeles formally
summoned Uber for deceiving users
about charges & background checks.
Monday, 8th December 2014, city
government in New Delhi prohibited Uber to
function in the Indian capital after a rider
charged one of its chauffeur of rape.
42. Recent Setbacks
An Uber driver in San
Francisco has been
accused with vehicular
killing of a six-year-old
girl in San Francisco
on New Year's Eve in
2013, last year.
An Uber driver in
Orlando was charged of
molesting a female
traveler and holding the
woman’s dressing
accountable.
In September 2014,
an Uber driver was
charged of hitting a
traveler in the head
with a hammer and
drove away.
During the week of
December 9, 2014, a
Dutch court ruled
Uber system as illegal
stating non-
professional
chauffeurs offer trips
in their personal cars
at half the price of a
regular cab.
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