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Tactical Brand Marketing Plan - UBER Munich, Germany
- 1. IBBAAA BRAND MARKETINGPLAN FOR THE TARGET MARKET MUNICH - GERMANY Analysis | Strategies | Tactics EVELYN SINDERMANN |MIM 2015 Professor Protano: Strategic Brand Management
- 2. EXECUTIVE SUMMARY Ø Thebrands opportunity is to increase the revenue to €8.2M by targeting the corporate market and creating a premium offer by the end of 2015. Ø The rise in disposable net income (€2,504 in average) and the growing number of corporations in Munich offer new business opportunities for UBER. Raising brand awareness by capturing & communicating a superior value proposition strengthens UBERs brand equity. Ø The strategic alternatives are: A: “Keep Driving” (gain market share by penetrating existing target audience) B: “Go Corporate” (attract new target audience with existing service) C: “Go Crazy” (innovate & create new product for new audience – be provocative) Ø Recommendation: “Go Corporate” is the best option in terms of market potential (growing demand) and an ROI of 17.7%
- 3. Porters 5 forces| The market attractiveness is low due to a highly competitive environment, risks of substitutes and medium threats of new market entrants Threat of new entrants | MEDIUM ¤ Patents on various technologies build a boundary for competitors from a technological aspect ¤ There are no proprietary elements that prevent new market entrants. ¤ Compliance with German transportation laws is required to enter the market ¤ Low seed capital is needed to enter the market Power of Suppliers | HIGH ¤ Drivers & Rental Car Companies have a high bargaining power. Power of Competitors | HIGH ¤ Taxi & Limousine services are higher in price but offer a broader network ¤ Similar services to Uber (Lyft & Wundercar) are currently banned by law but have the potential to enter the competition with new business models similar to Uber. Threat of Substitutes | MEDIUM ¤ Public transportation, car sharing services and bicycles are easy accessible alternatives and less in price Power of Buyers | HIGH ¤ Customers have multiple choices according to their needs ¤ Scheduled rides: Taxi ¤ Luxury rides: Limousine Services ¤ Self - driving: Car sharing e.g. DriveNow, Car2Go,
- 4. MDI: Opportunity totap 86% passenger transportation market by increasing the number of rides by 2020 1980 1990 2000 2010 2020 100 20 5 10 15 0 Market Demand of Passenger transportation in Munich*1: 12,2M Potential Market Demand*2: 90,4M MDI: 12,2M/90,4M ≈ 14% *1: Passenger transportation based on Taxi business excluding car sharing & public transportation. *2: Estimated data MarketDevelopmentIndexMDI Market Penetration
- 5. UBER has agrowth potential – differentiation & innovation is required 0 50 100 100 50 0 MarketDevelopmentIndexMDI Share Development Index MDI ≈ 14% SDI ≈ 54% Growth with Market Development Uber has the opportunity to increase their market share from 7,78% to 14,41% by 2020.
- 6. Our competitive advantage:Price Leadership Operational Excellence Product Leadership Customer Intimacy Munich Drivers (Private Limousine Service) Taxi München eG/ IsarFunk (2 main taxi operators in MUC) UBER MVG (Munich public transportaton system: Ubahn, Sbahn, Bus, Tram)
- 7. Uber operates inan attractive market with potential to strengthen their competitive position towards leadership Unattractive Average Attractive StrongAverageWeak Market Attractiveness CompetitivePosition Disinvest Proceed with Care Cash generator Phased Withdrawal Proceed with Care Growth Leader Leader Try Harder Double or Quit
- 8. Building on lowoperational costs allows price leadership position. Relative Strengths Relative Weaknesses ¤ Competitive Advantage Ø No proprietary inventory (cars) & direct employees (drivers & dispatchers) allow minimal operational cost and fares that are 20% lower compared to the competition Ø A scalable business model facilitates a possible German-wide expansion with minimum investments Ø High quality standards of cars & services ensure brand recognition and strengthen ¤ Superior Value Ø Cash-less payments and pricing transparency builds trust & safety among customers and drivers ¤ Superior technology & innovation strengthen Ubers operational excellence and help growing brand recognition in a competitive environment. ¤ Legal vulnerability Ø Successful US business model is restricted in Germany and leads to additional costs. Ø Commercial drivers license: €240,- per driver/ every 5 years Ø Privately owned cars are restricted to commercial use. Rental car companies need to provide cars and insurance ¤ Lower profit margins due to additional costs and shared revenue with rental car companies are compensated with higher volume.
- 9. Market growth potentialcompensates possible profit loss due to external threats ¤ Increase the number of drivers from 120 to 200 by the end of 2015 Ø Use economies of scale: 80 additional cars result into a 40% revenue growth Ø Higher frequency lowers the estimated time of arrival. Ø Customers benefit from faster service Ø Increasing the frequency of rides per driver/day from an average of 11 rides to 15 results in an estimated revenue plus of €2.5M annually ¤ Capitalize on operational excellence to increase the volume and frequency of rides and gain market share of more than 5% by the end of 2013. Opportunities Threats ¤ High pressure from governmental restrictions & key industry players Ø Taxi industry sees Uber as a “grey- market service” and tries to file lawsuits that may cause unexpected legal expenditures. Ø Possible minimum wage restrictions for the taxi industry and price increases from rental car companies will decrease profit margins. Ø Negative PR about Uber influences the customer behavior and can result in dropping demand and market share. ¤ Profitability will drop if Uber cannot compensate possible cost increases by establishing significant brand equity
- 10. The business modelin Germany – an explanation 1.Uber recruits drivers • Pays commercial taxi license (legal requirement) 2.Uber connects drivers with local rental car companies • Commercially driving with private cars is illegal 4. Drivers receive requests via the Uber app: • Locate passenger pick-up & drop-off destination • Receive cash-less payment via Uber 3. Passengers use Uber app: • Pick-Up request • Real-time tracking • Payment
- 11. Consumer – twomain target groups Students (age 18-25) Young Professionals (25-35) • Transportation to/ from University • Cheap alternative to taxis & public transportation • Pick-up from parties & events • Split fares with friends • Transportation to/ from work or business meeting • Comfortable driving experience • Fast & reliable transport • Expense tracking when traveling for work • Traveling “in-style” • “Cooler” than taxis • Most of my friends don’t know about it yet • Surge-pricing during peak times too expensive • A high qualitative service with short waiting times Consumers support the Uber business model. Build on general demand for transportation, enhance brand equity and awareness for future growth.
- 12. Customers – Driversbuild the core of the business model Drivers • Passengers • Profit margin • Commercial taxi license • A vehicle • Easy-to-use technology • Safe money transfer • Reliable customers • Insurance & benefits • Reliable partner who provides technology & infrastructure • Direct connection to the passenger Drivers value Uber technology. Build on drivers feedback for innovation and consumer insights.
- 13. Collaborators – Localrental car companies (a necessary middleman by law) Rental car companies • Renters (Uber drivers) • Profit margin • Long-term contracts about expected rental volume • Responsible drivers • Growing customer base • Partner who delivers constant source of income Enhanced credibility and higher rental volume increases the chances to negotiate lower rates.
- 14. PESTEL: Increasing marketdemand opens possibilities in the areas of new technologies & sustainability. Risks of increasing costs need to be considered. Political & Legal Industry regulations: • Government requires commercial licenses • Political discussion about minimum wage laws for taxi industry Ø Decreasing profit margin due to higher cost Economic • Germany reached historical high in disposable income. Munich has the highest disposable income (monthly net average: €2,504) • Growing corporate sector Ø Price sensitivity decreases Ø Growing profit in corporate sector increases demand for private transportation Social • Population density in cities is growing • People follow fast paced life style Ø Increasing demand for transportation in urban areas Technological • Automobile manufacturers work on technologies for more sustainable vehicles • Use of mobile applications for daily activities is increasing Ø The market is open for technological enhancements and innovation Environmental • Trend goes towards environmental friendly & sustainable transportation • Growing demand for Electrical & Hybrid cars
- 15. The strategic problem– a lack of brand awareness Situation: UBER penetrates a traditional service industry with an innovative & technology based business model – for a 20% lower price than the average competition... ...but what is the problem? – Supply & Demand Uber is new to the German market. People don’t see Uber as their “first choice” yet. Low demand makes the business unattractive for drivers. The business has a high growth potential but lacks in Brand Awareness
- 16. Strategic Brand Alternatives LOWBRAND AWARENESS ESTABLISH BRAND EQUITY “KEEP DRIVING” “GO CORPORATE” “GO CRAZY” CHANGE BUSINESS MODEL (Invest into own fleet of electric & hybrid cars) LEAVE GERMAN MARKET (Search for other European countries with less governmental restrictions)
- 17. The Alternatives –A | B | C A: “Keep Driving” (gain market share by penetrating existing target audience) B: “Go Corporate” (attract new target audience with existing service) C: “Go Crazy” (innovate & create new product for new audience – be provocative) Existing Target Market New Product ExistingNew A B C Not an option Ø High legal restrictions
- 18. A: “Keep Driving” PROCON BENEFIT • No need for investments in R&D or innovation • Existing customers can be used as advocates • Increases sales & profits • Changing customers perception of an existing product/brand is difficult • No differentiation • Easy to imitate for competitors • Price Leadership status can be retained Investment Marketing campaign € 700,000 ROI 6,5%
- 19. B: “Go Corporate” PROCON BENEFIT • Enter new customer segment • Create value for a different audience • Leverage on growing number of corporations and high disposable income within the business sector • High costs in terms of Marketing • Combines the knowledge of Ubers operational excellence with new market options Investment Marketing Campaign: €200,000 Sponsorship/ Branding € 85,000 ROI 17.7%
- 20. C: “Go Crazy” PROCON BENEFIT • Advantages of the “first mover” • No competition (at least for a short time) • Very risky strategy • High costs • Difficult to implement • Immediate industry attention (if implemented successfully) Investment • New Product Development & Marketing Campaign: € 2,000,000 ROI 8.9%
- 21. Recommendation: “Go Corporate”is the best option in terms of market potential (growing demand) and an ROI of 17.7% Market share 2015 2020 7.7% 14.8% Increase frequency of rides/ driver per day 2015 2016 11 15 120 200 Increase number of drivers 2015 2017 By focusing on large businesses Uber can leverage on its high quality, double its market share by 2017 and take over the market leadership in the corporate passenger transportation sector by 2020. PHASE 1 PHASE 2 € 8,6 € 12 Increase average price/ride 2015 2018 PHASE 3 RESULT
- 22. Entering new targetmarket by communicating brand value Functional Emotional Experiential UBER stands for fast | reliable | high quality transportation Uber means consistency & high customer friendliness • No need to hail taxis on the street • Corporations rely on Uber: whenever & wherever they need transportation UBER is a partner that cares about you and the people that are important for your success: • Clients / Business partners • Employees
- 23. Brand asset valuator:Consumer awareness is the key to brand value. Brand Stature Esteem & Knowledge Differentiation&Relevance Unused potential /niche New / fading brands Power brands LEADER Mass market Eroding brands BrandStrength Goal: Partner with the 10 largest companies in Munich within the next 5 years. Ø Differentiate through Quality Ø Use customer feedback for improvement Ø Research new innovations for the UBER App Ø Customize service according to the companies needs Ø Stimulate positive word-of- mouth among business professionals Enhance partnership with leading corporations and encourage positive word of mouth (Customers & Drivers) S B I V A R Solution
- 24. Raising brand awarenessby creating a premium value proposition for corporations. PERCEIVED CONSUMER PERFORMANCE RELATIVEPRICE Low High Inferior Superior Economy Average Premium S B I V A R Branding / Value TRANSPORTATION EXCELLENCE
- 25. Brand Awareness andrevenue growth through corporate business partnerships with “The big 4” Companies with high transportation demand BMW: 33.000 employees Allianz: 4.200 employees Siemens: 1.600 employees MAN: 1.400 employees = Average demand of 1884 rides/day Hypothesis: 5% of “The Big 4” employees need a transportation alternative to/from work • Revenue of €8.2M by specific targeting towards Allianz, Siemens, BMW & MAN • Possibility of gradually increasing demand until 2020 by offering high quality • Employees obtain subsidies for their commute to/from work • Less price sensitive customers • Brand exposure • Positive word of mouth among big companies increases chances for future business opportunities S B I V A R Info / Incentive Benefits Targeting “The Big 4” for long-term relationships
- 26. Brand Awareness throughcorporate sponsorship with leading local corporations S B I V A R Info / Incentive VIP Shuttle service for FC Bayern players and business partners #FCBgoesUBER Official limousine service for the BMW Open. Most prestigious Golf & Tennis tournament in Germany #PoweredByUBER • Enhance image • Shape customer attitudes • Showcase UBER attributes • Comfort| Reliability | Prestige • Create positive publicity & visibility Identify local key events Football | Tennis & Golf Benefits Sponsored UBER rides for corporate events expose the brand Estimated Investment (for Event Sponsorship & Corporate Partnerships) Marketing campaign (online/offline): €200,000 Sponsorship /car branding: 85,000
- 27. THANK YOU EVELYN SINDERMANN|MIM 2015 Professor Protano: Strategic Brand Management
- 28. APENDIX A –Calculation DEMAND/MDI/SDI UBER rides per year cars 120 rides per day 11 days 365 481.800,00 Maket Demand rides per person/year 2,96 average price 8,6 rides/year 481.800,00 total 12.264.700,80 Popula@on Munich (7+) 1.200.000,00 rides per person/year 2,96 Overall Taxi rides per year MUC 3.552.000,00 Demand 90.419.712,00 Revenue Total Market revenue €53.280.000,00 Uber Market revenue €4.143.480,00
- 29. APENDIX B -Calculation Alternatives Op@on A € 700.000,00 Investment Increase rides to 15 6,53 ROI Increase # cars to 200 €5.273.520,00 Profit Op@on B Marke@ng Strategy €200.000,00 Investment Increase prices to 12 EUR 17,70 ROI Increase number of rides to 15 €3.740.520,00 Profit Op@on C Investment €2.000.000,00 Investment 8,97 ROI €19.946.520,00 Profit
- 30.