The document provides an overview of Uber, including how it was formed, its business model, and revenue model. Some key points: - Uber was founded in 2009 after two entrepreneurs had trouble getting a taxi in Paris and came up with the idea for an on-demand ridesharing app. - Uber's business model involves drivers using their personal vehicles and the Uber app connecting passengers to drivers for rides. Uber takes a commission from each fare. - Uber's revenue comes from commissions on trips, surge pricing during high demand, premium rides in luxury vehicles, cancellation fees, advertising, and potential future monetization of its content platform.

1. UBER
Your Way Through the Metropolis
BY:- OM KADAGANCHI (A178)
ANSH MAHAJAN (A134)
ASHWIN KULKARNI (A147)
SIDDHANT JADHAV (A183)
APOORVA PEVEKAR (A161)

2. THE PROBLEM
1.THE TAXI M ARKET SCENARIO IN INDIA WASHUGELY
FRAGM ENTED AND UNORGANISED
2. UNREGULARISED TAXI FARE
3. NEED FOR SAFER AND RELIABLE RIDES
4. JOURNEY WITH LESSDETOUR

3. HOW WAS UBER FORMED
UBER’S STORY BEGAN IN PARIS IN 2008. TWO FRIENDS, TRAVIS KALANICK AND GARRETT
CAMP, WERE ATTENDING LE-WEB, AN ANNUAL TECH CONFERENCE THE ECONOMIST
DESCRIBES AS “ WHERE REVOLUTIONARIESGATHER TO PLOT THEFUTURE
IN 2007, BOTH MEN HAD SOLD STARTUPS THEY CO-FOUNDED FOR LARGE SUMS. KALANICK
SOLD RED SWOOSH TO AKAMAI TECHNOLOGIES FOR $19 MILLION WHILE CAMP SOLD
STUMBLEUPON TO EBAY (EBAY) FOR $75 MILLION.
THE CONCEPT FOR UBER WAS BORN ONE WINTER NIGHT DURING THE CONFERENCE WHEN
THE PAIR WAS UNABLE TO GET A CAB. UBER WAS FOUNDED ON A SINGLE IDEA: "WHAT IF
YOU COULD REQUEST A RIDE FROM YOUR PHONE?"; INITIALLY, THE IDEA WAS FOR A
TIM ESHARELIM O SERVICE THAT COULD BE ORDERED VIA AN APP. AFTER THE
CONFERENCE, THE ENTREPRENEURS WENT THEIR SEPARATE WAYS. HOWEVER, WHEN
CAMP RETURNED TO SAN FRANCISCO, HE CONTINUED TO BE FIXATED ON THE IDEA AND
BOUGHT THE DOMAIN NAME UBERCAB.COM.

4. UBER?
The world's largest ride-sharing company, Uber Technologies, was founded in 2009 and quickly
grew to become the world's most valuable startup.
Uber’s disruptive technology, explosive growth, and constant involvement in controversy make it
one of the most fascinating companies to emerge in recent years.
Uber's IPO was one of the most highly anticipated of the year, and the company was valued as high
as $120 billion by Wall Street investors. The company went public on May 9, 2019, but fell flat:
Ubermade history with the biggestfirst-day dollar lossin U.S. history.
Since then, Uber has worked on becoming profitable and has completed some high-profile
acquisitions of companies including JUMP, Postmates, and Drizly, as well as a partnership deal with
Lime. It also sold its highly anticipated self-driving car division in 2020.
In 2017, Uber's corporate culture was outed for being highly hostile, sexist, and offensive, resulting
in a company-wide investigation. CEO Travis Kalanick was forced to resign, along with more than 20
employees.

5. UBER BUSINESS MODEL- A CLOSER LOOK
THE UBERBUSINESSMODEL,LIKE ANYOTHER,ENCOMPASSES MANYTHINGS.THEREISA LOT TO
LEARN FROMTHE UBER BUSINESSMODEL FORENTREPRENEURSLIKE YOU WHOARE THINKINGOF
STEPPINGFOOTINTOTHEINDUSTRY.LET'STAKEACLOSERLOOK.
1.KEY ELEM ENTS:-
UBER'SBUSINESSMODELCOMPRISESTHREEMAJORCOMPONENTS:
2. DRIVERS:-
BECOMINGANUBERDRIVERISNOTAHERCULEANTASK;YOUONLYNEEDADRIVER'SLICENSE
ANDACARTOAPPLY.THEUBEROFFICESCONDUCTASHORTLISTINGPROCESS,AFTERWHICHTHE
DRIVERSAREENLISTEDANDGIVENUBERPHONESTOCONNECTWITHPASSENGERS.
3. PASSENGERS:-
USERSMUSTFIRSTREGISTERONTHEAPPWITHTHEIRSMARTPHONEI
NORDERTOBOOKTHEIR
RESPECTIVEON-DEMANDSERVICES.UBERPROVIDESTHEDRIVER'SINFORMATIONANDTHE
ESTIMATEDFARETOBEPAIDATTHEDESTINATION.ADDITIONALLY,PASSENGERSCANTRACKTHE
PROGRESSOFTHEIRBOOKEDRIDES.

6. 4. PAYM ENT AND FARE:-
THECOST OF A RIDE IS DIRECTLY PROPORTIONALTO THETYPE OF VEHICLE, DISTANCE TRAVELED,
AND PEAK HOURS.THE ESTIMATED FARE IS PROVIDED TO USERS WHEN THEY BOOK A RIDE.
HOWEVER, FARES MAY RISE DURING PEAK HOURS AND FALL DURING OFF-PEAK HOURS. FOR
USERS CONVENIENCE, VARIOUS PAYMENT METHODS SUCH AS DEBIT CARDS, CREDIT CARDS, AND
WALLETS SUCH AS PAYTM (IN INDIA) ARE AVAILABLE.

7. UBER REVENUE M ODEL EXPLAINED!
1.COM M ISSIONS ON TRIPS:-
UBER PROVIDES A STEADY STREAM OF RIDE REQUESTS FOR ITS DRIVERS TO ACCEPT, FULFILL, AND
EARN MONEY. THE PASSENGER PAYS UBER FOR THE RIDE USING THE APP WHILE MAKING A
RESERVATION. UBER THEN TRANSFERS THE AMOUNT TO THE DRIVER'SACCOUNT AFTERDEDUCTING A
FEEFORACTING AS A BROKER . DEPENDING ON THEMARKET, COMMISSION RATES CAN RANGE FROM
15% TO 30%.
2.SURGE IN PRICING:-
DYNAMIC PRICING/SURGE PRICING IS A NOVEL CONCEPT POPULARIZED BY UBER.IT IS NOW BEING
ADOPTED IN OTHERINDUSTRIES, SUCH AS FOOD DELIVERY.WHEN THERE IS A GREATER DEMAND FOR
CABS THAN CAN BE SERVED AT THE TIME' THE FARE INCREASES BASED ON A SURGE PRICE
CALCULATION ALGORITHM.

8. 3 .PREM IUM OR XL RIDES:-
UBER PROVIDES VARIOUS RIDE OPTIONS, RANGING FROM LOW-COST HATCHBACKS TO LUXURY
SEDANS AND SUVS.THE PROFITMARGIN FOR PREMIUM RIDES IS MUCH HIGHER, ALLOWING UBER TO
MAKE MORE MONEY.
4. CANCELLATION FEE:-
IF A PASSENGER CANCELS A RIDE AFTER A CERTAIN AMOUNT OF TIME, SAY FIVEMINUTES, THEY ARE
CHARGED A FEE.
5.ADVERTISING/BRAND PARTNERSHIPS:-
UBER IS A WELL-KNOWN APP WITH MILLIONS OF USERS. THIS MAKES IT A GOOD CHOICE FOR BRAND
PROMOTIONS.THE CURRENT APP INTERFACE PROMOTES A FEED-STYLE LAYOUT FOR EASY CONTENT
CONSUMPTION. IT MAY EVENTUALLY BECOME A SIGNIFICANT REVENUE SOURCE BY BECOMING A
CHANNEL FORSPONSORED CONTENT.

9. CONCLUSION
The business focuses on developing the largestmobility platform to address
problems and take care of customers. Based on client interest, the company's
experienced personnel can innovate the business strategy and service quality,
which helps to attract customers to the company's services. The organisation
selects the leader based on the employee's skills and experience at the time of
selection. A leader in the organisation inspires the team members to do better
work and address workplace issues so that the employee can deliver improved
work performance. Since the employer keeps track ofthe employee's performance,
the employee is aware of both their strengths and faults. It aids in employee
performance improvement, which aids in boosting overall business performance
and financial rewards

10. REFERENCES
Annual Report, 2021. Uber 2021 Annual Report [Online]. Available at:
<https://s23.q4cdn.com/407969754/files/doc_financials/2022/ar/2021-
Annual-Report.pdf/> [Accessed on 30th June 2022]Jessica Bursztynsky, 2022.
Uber reports surging revenue as drivers return, but posts massive loss on
investments [Online]. Available at: <https://www.cnbc.com/2022/05/04/uber-
q1-2022-earnings.html/> [Accessed on 30th June2022]Tianya LI, 2015.
Organizational Culture & Employee Behavior Case Study Lahti University of
Applied Sciences Degree Programme in Business Information Technology, pp 19-
23 [Online]. Available at: <https://docplayer.net/13591377-Organizational-
culture- employee- behavior.html/ >[Accessed on 2nd July 2022]

11. THANK YOU