The following deliverables are carried out:- 1. Brief Overview on UBER 2. Environmental Forces that influences organization n vice-versa. 3. Macro Environment and Competitive Environment 4. Decision Making in UBER 5. Pros and Cons of Group-Decision Making 6. Procedure for making group decisions 7. Encouragement Methods for Creative Decisions

1. Uber

2. Group Members
Mehru Nisa Ashraf 2017-EE-02
Hamda Anees 2017-EE-07
Ahmed Sultan 2017-EE-12
Haris Rafique 2017-EE-24
Shahkar ul Hassan 2017-EE-36
Presented to:
Dr. Amna Niazi

3. Outline
• Introduction
• Uber History
• Environmental Factors influencing
Uber
• Consequences on the Environment
• Macro-Environment &
Competitive Environment
• Elements of Competitive
Environment
• CSR & its Strategies’ Impact on
Uber
• Decision Making Model
• Employee Appreciation
• Group Decision Making & its
Procedure

4. Introduction
• Uber Technologies
• Headquarters in San
Francisco
• Founders:

6. • “Shared Economy”
• Employment Opportunities
• Pandemic
• Socially acceptable Image
• Reasonable fare
• Trustworthy Customer Care
Services.
• Traditional Taxi Clash
• Contractors vs Employees
• Lawsuits tarnishing “Shared
Economy”
• Illegal driving without
proper permits.
• Uber Green project.
• Car sharing
• Electric Car
• Smart phone and Internet Usage
• Modes of Payments
• Availability
Macro
Environment
Environmental Factors
Influencing Uber

7. Consequences
on the
Environment
The reduction of search costs; initially, customers
were uncertain about the arrival of the next taxi.
Improved overview of quality and prices.
Member States took actions after administrative
and/or criminal charges against Uber drivers and
management.
Uber submitted complaints against court bans for
violation of Article 49 and 56 in Treaty on the
Functioning of the EU.
Uber’s business model, in a nutshell, is triggering
different legal questions.

8. Macro-Environment
&
Competitive Environment

10. Competitive Environment
• Uber’s Competitors:
• Lyft
• OLA
• Cabify
• Gett
• Careem
• DiDi
• GRABTAXI
• Kakaotaxi
• GOCATCH
• Taxify
• EASY TAXI

11. Technology
Global
Network
Customer
Service
Pricing
strategy
Lange
Service
Range
Marketing
Business
Model
Elements of
Competitive
Environment
• Private company (US)
• Decentralized
• 16000 employees
• Major Asset: Customer
• Rating and Review System
• Customer Loyalty Program
• Ride Sharing
• Promotion
• Loyalty programs
• Market Share
• Multi-operational Feature
• Safety Features
• Cashless Payment
• Self-driving & Urban Air Transport
• Low pricing
• High availability
• US (2020) 93 countries,
900 cities,
16000 employees.
• (2019) 75 million Riders
5 million Drivers
• (2020) 18.7M Trips Average
• 65% market shares in US.
• 50% market shares in India.
• Large range of Taxi service
• Goods and Food delivery
service (e.g UberEats)
• January (2019) 79,000
vehicles

13. CSR
Strategies
Impact on
Uber
Positive Image
Competitive Advantages
Improved Brand Image &
Reputation
Customer Loyalty
Better Initiatives

14. uberEco

17. Uber ECO
 With Eco-friendly option,
Uber and rider can feel good
about reducing their carbon
footprint.
 Educates on sustainability.

18. Uber HUE provide a channel that promotes Black diversity, culture, and inclusion for all employees at Uber.

19. 40%
15%
80%
0%
20%
40%
60%
80%
100%
Women Black Asians, White
UBER WORKFORCE

20. Decision Making Model
• Rational Decision Making
• Urban Areas
• Job Opportunities
• Educational Institutes

21. Employee Appreciation
• March 6 – Employee Appreciation Day
• Promotions based on Rides
• Weekly bonuses based on Reviews
• Other incentives based on Tips

22. GROUP DECISION MAKING
• Uber operates a decentralized transportation
exchange.
• Uber – as a central intermediary – manages
1) Openness of the platform
2) Governance of their participation
• Uber – as an intermediary – poses threats
while managing and regulating markets.

23. Procedure
• The first place to begin is always with
your values. In the case of Uber, as an
outsider, it seems to value disruption, fierce
competition and winning (at all costs).
• Visualization of vision. For Uber, the
company sees itself as the dominant global
transportation company. That’s the
visualization of vision.
Paradox of choice. If you have five
opportunities for a decision, remove three as
soon as possible. Then work on the remaining
two.
Situation guiding. The situation Uber created
has helped guide them as they try to beat back
the completion.

24. GROUP DECISION MAKING
• Uber took decision to expand it as a
business
• 2015 — Uber began testing on the self-
driving cars
• 2015 — Uber launched UberEats,
an on demand food ordering service
• 2016 — Uber exhausted bikes and
started UberMOTO, the least
expensive ride
Adapted Smart Marketing
Strategies
• Word-of-Mouth Marketing
• Social Media Marketing
• Offers and Discounts