This document provides a case study presentation on Uber and the sharing economy. It discusses Uber's business model as a mobile platform that connects drivers and passengers, highlights its innovative and customer-focused approach, and analyzes Uber's strengths and opportunities in disrupting the taxi industry through a SWOT analysis. The presentation evaluates Uber's value chain and recommends expanding additional services and electrical vehicles to further its growth.

1. +
Case Study:
“Uber: Leading the Sharing Economy”
Presented by:
Davin Ega Merpati
2171001006
Economic for Business

2. +
Before we proceed any further,
please review my assignment
via slideshow (F5)
Thank you for your attention.

3. +
WHAT IS UBER?
 MOBILE PLATFORM – TECHONOLOGY COMPANY
 DISTRUPTIVE BUSINESS MODEL
 WE ARE NOT A TRANSPORTATION COMPANY
 CONNECTS DRIVERS AND PASSENGERS
 “EVERYONE’S PERSONAL DRIVER”
 USER-FRIENDLY AND HASSLE-FREE
 INNOVATIVE PAYMENT SYSTEM
 IF NECESSARY, YOU CAN SPLIT FARES

4. +
VIDEO (if any error happens, just double click
the video after done viewing slideshows)

5. +
BACKGROUND
• FOUNDED IN 2009 BY TRAVIS KALANIK
• ORGINALLY ONLY FOR SAN FRANCISCO
• TAXI BUSINESS IN 2013 - $10.9 BILLION
• TAXI BUSINESS IN 2018 - $12.7 BILLION
• GREAT PR
• WASHINGTON DC
• COLD CALLS
• RAISE AWARENESS
• UBERBLACK
• HIGH-END TRANSPORTATION
• BMW, MERCEDES, LINCOLN TOWN CARS
• UBER-X
• LESS EXPENSIVE
• LESS EXCLUSIVE

6. +
BACKGROUND
 TECH CONFERENCE ATTENDEEES
 KEY INFLUENCES
 FREE RIDES
 PROMO PARTIES
 LEAD TO SOCIAL MEDIA POSTS

7. +
UBER’S INNOVATIVE
OPPORTUNITIES
• COMPLACENCY IN THE
TAXI/LIMO INDUSTRY
• YOUNG, SAVY TRAVELER’S
WHO YEARN FOR A DIFFERENT
EXPERIENCE

8. +
MISSION STATEMENT
“TRANSPORTATION AS
RELIABLE AS RUNNING
WATER, EVERYWHERE,
FOR EVERYONE.”

9. +
CUSTOMER-BASED
BUSINESS MODEL
 CONSISTENT
 HIGH QUALITY EXPERIENCE
 REAL-TIME FEEDBACK
 TRACK AND FIX THINGS IN THE MOMENT

10. +
CASE STATEMENT:
CURRENTLY:
 LATE TAXIS
 RUDE DRIVERS
WHICH LEAD TO:
 HIGH PRICES
 LOW SERVICE
 NO ACCOUNTABILITY
THIS WAS PERFECT FOR A START-UP,
EVERYONE HATED THE CURRENT
SITUATION

11. +
VALUES-BASED MODEL
TIME
FEEDBACK
LOYALTY
COMFORT
MONEY

12. +
EIGHT-FORCES ANALYSIS:
TAXI INDUSTRY IN 2009
THREAT OF NEW ENTRANTS
 CUSTOMER SATISFACTION
 HIGH PRICES
BUYER POWER
 USER EXPERIENCE
 DISATISFACTION
THREAT OF SUBSTITUTION
 LACK OF INNOVATION
 MOBILE TECHOLOGY
SUPPLIER POWER
 METROPOLITIAN AREAS
TARGETED
 LESS CHOICES

13. +
EIGHT-FORCES ANALYSIS:
TAXI INDUSTRY IN 2009
COMPETITIVE RIVALRY
 67% REVENUE
MARKET SIZE
 OVER 170K NON-EMPLOYER
SERVICES
REGULATION
 MEDALLIONS - PERMITS
 AVERAGE – SAN FRAN
 $250K
MARKET VALUE
 USA - $10.9 BILLION
 GLOBAL - $100 BILLION

14. +
VIDEO (if any error happens, just double
click the video after done viewing slideshows)

15. +

16. +
UBER’S COMPANY VALUE CHAIN
 MARKETING AND SALES
 ORDER A CAR FROM YOU MOBILE DEVICE
 NEW USER DISCOUNTS
 AUTO CREDIT CARD PAYMENTS ONCE RIDE IS COMPLETE
 PRODUCT DEVELOPMENT
 UBER-X
 SUV
 BLACK
 LUX

17. +
UBER’S COMPANY VALUE CHAIN
 OPERATIONS OF UBER
 EVALUATE ECONOMIC AND STRATEGIC COSTS FOR DRIVER
 DRIVER INCENTIVE PROGRAMS
 DRIVER SUPPORT
 CUSTOMER SERVICE
 DRIVER
 SAFE LOCATION PICKUPS
 CASHLESS PAYMENTS
 PERSONAL ACCOUNTS
 TRAINING

18. +
UBER’S COMPANY VALUE CHAIN
 CUSTOMER SERVICE
 PASSENGER
 SAFE PICKUPS
 FARE ESTIMATE
 DRIVER’S PROFILE
 HELP CENTER
 RATE YOUR DRIVER
 POLICY & CLAIMS MANAGEMENT
 THEY HANDLE CLAIMANTS, PASSENGERS, AND DRIVERS
 3RD PARTY INSURANCES

19. +

20. +
UBER: SWOT ANALYSIS
STRENGTHS
 BRAND RECOGNITION
 LOW OPERATIONAL
COSTS
 NO DISPATCHER
 CASHLESS PAYMENTS
 TRUST AND SAFETY
 CONVIENENT FOR
DRIVERS
 FLEXIBLE HOURS
 LOWER PRICES VS. TAXIS
WEAKNESSES
 QUESTIONABLE
RELATIONSHIPS UBER
AND ITS DRIVERS
 EASILY COPIED – LYFT
 LOWER EARNINGS VS.
HIGHER COSTS FOR
OPERATING A VEHICLE
 PRIVACY ISSUES
 COMPANY ARROGANCE

21. +
UBER: SWOT ANALYSIS
OPPORTUNITIE
S
 INCREASED VALUATION =
MORE INVESTORS
 GROWING MARKETS –
SMALL TOWNS = NO TAXIS
 GROWING NUMBER OF
DRIVERS – LESS ETA
 CHEAPER
ELECTRIC/HYBRID CARS –
MORE PROFIT
THREATS
 LEGAL REGULATIONS –
BANNING UBER IN
GERMANY?
 GOOGLE CARS
 OVER INVESTMENT IN
COUNTRIES WHERE
THERE IS NO ROOM OR
NEED
 CONFLICT WITH LOCAL
AUTHORITIES

22. +
RECOMMENDATIONS
 ADDITIONAL SERVICES
 CHILDREN TO SCHOOL
 ELDERLY TO HOSPITAL
 ANIMALS TO THE VET
 REACH SMALL TOWN
 HAVING ELECTRICAL VEHICLES UNITS
 EXPAND IN NEW REGION

23. +
UBER FACTS
 MILLION USERS
 BY 2017, THERE ARE 1,5 MILLION+ DRIVERS
 OVER 2 BILLION UBER TRIPS TO DATE
 IN MORE THAN 737 CITIES
 84 ACTIVE COUNTRIES
 SPENDING OVER $500 MILLION ON MAP
TECHNOLOGY