DOCSLIB.ORG

Lyft Is an On-Demand Transportation Company Based in San Francisco, California. It Develops, Markets, and Operates the Lyft Car Transportation Mobile App

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Lyft Is an On-Demand Transportation Company Based in San Francisco, California. It Develops, Markets, and Operates the Lyft Car Transportation Mobile App Lyft is an on-demand transportation company based in San Francisco, California. It develops, markets, and operates the Lyft car transportation mobile app. Launched in June 2012, Lyft operates in approximately 300 U.S. cities, including New York, San Francisco, and Los Angeles and provides over 1 million rides per day. 1 Lyft was launched in the summer of 2012 by Logan Green and John Zimmer as a service of Zimride, a long-distance ridesharing company the two founded in 2007. Zimride focused on ridesharing for longer trips, often between cities, and linked drivers and passengers through the Facebook Connect application. Zimride eventually became the largest rideshare program in the US. Green had the inspiration for Zimride after sharing rides from the University of California, Santa Barbara campus to visit his girlfriend in Los Angeles. He had used Craigslist’s ride boards but wanted to eliminate the anxiety of not knowing the passenger or driver. When Facebook opened its API to third-party developers, Green said he thought "Here’s the missing ingredient."[32] Green was introduced to John Zimmer through a mutual friend and the pair initially met on Facebook. The company name comes from the country Zimbabwe, where, during a trip in 2005, Green observed locals sharing minivan taxis. He said, "I came back to the US inspired to create that same form of transportation here.” Green had coding experience and was able to develop the site in four months. Zimride launched the first version of the rideshare program at Cornell University, where, after six months, the service had signed up 20% of the campus. By using Facebook profile information, student drivers and passengers could learn about each other. In May 2013, the company officially changed its name from Zimride to Lyft. The change from Zimride to Lyft was the result of a hackathon that sought a means of daily engagement with its users, instead of once or twice a year. 2 Riders must download the Lyft mobile app to their iOS or Android-based phone, sign up, enter a valid phone number, and enter a valid form of payment (either a credit card, or link to an Apple Pay, Google Wallet, or PayPal account). Passengers can then request a ride from a nearby driver. Once confirmed, the app shows the driver's name, ratings by past passengers, and photos of the driver and car. Drivers and passengers can add personal information to their profiles about their hometown, music preferences, and other details to encourage drivers and passengers to converse during the ride. After the ride is over, the rider is given the opportunity to provide a gratuity to the driver, which is also billed to the rider's payment method. Lyft offers five types of rides within the app: Shared Ride, which is not available in all cities, is the cheapest option and will match passengers with other riders if they are going in the same direction. Lyft is the basic and most popular offering that matches passengers with nearby drivers. Lyft XL matches passengers with a vehicle that can seat at least 6 passengers. Lux matches passengers with a luxury vehicle that seats at least 4 passengers. Lux Black matches passengers with a luxury black exterior vehicle ride that seats at least four passengers. Lux Black XL matches passengers with a black exterior luxury car that seats up to 6. (i.e.: SUVs with highly rated drivers). 3 In May 2013, Lyft completed a US$60 million Series C venture financing round led by Andreessen Horowitz and including Founders Fund, Mayfield Fund, K9 Ventures, and Floodgate Fund. In April 2014, Lyft completed a $250 million Series D financing round led by Coatue Management, Alibaba Group, and Andreessen Horowitz, bringing its total amount raised to $332.5 million. In March 2015, the company received a $530 million investment from a group led by Japanese online retailer Rakuten Inc. In May 2015, Lyft received an additional $150 million in investment, including a $100 million investment from Carl Icahn based on a valuation of $2.5 billion, which brought the total raised to over $1 billion. On January 4, 2016, Lyft announced a partnership with U.S. automaker General Motors, which invested $500 million as part of a $1 billion fundraising effort. The partnership is designed to help both companies accelerate in the ride-sharing market, as well as the autonomous car arena. In conjunction with GM's investment, Prince al-Waleed bin Talal of Saudi Arabia also made an investment in Lyft which included the purchase of $148 million worth of existing stock from Andreessen Horowitz and Founders Fund. On December 2017 Lyft has announced that it has added another $500 million to the funding round with participation from Fidelity Management & Research Company as well as the Ontario Teachers’ Pension Fund. In June 2018, Lyft said that it has raised an additional $600 million primarily from existing investors, valuing the company at $15.1 billion. 4 Location: Any Where in India, Philippines and Srilanka Requirements: Office + 20 Computers + Dialer + Server + Headset Working Days: All Payout : $2200 Per Agent per Month ( 200 hr per agent) Agents required: 20FTE + 1 MANAGER + 1 IT Time Zone: US - EST – Eastern Standard Time Payment channels: Bank Transfer/ Wire Payment frequency: Bi-Weekly Advance Billing: One Month (50:50) Training and support: Online/Onsite Training Tat: 15 Days (50%Paid) ($550 per agent for training days) Contract: 33 Month CRM/Software: Provide by end client SLA Signup TAT: 30-45 days DOT: Mandatory* 5 IT Requirements . Technical Details: Center should have capable IT Support with an inbuilt Server which has the ability to control 25 systems along with the capacity 4 mbps Internet connectivity, Further technical specifications of the project will be given to the center on the time of Discussion . Development: Software CRM by client . Dialer, Headphones, IP Cameras, Firewall etc. Dedicated Internet Facility (Minimum 4mbps with buffer connectivity) 6 Scope of Work . The Business Associate will diligently carry out Inbound Customer care work; Business Associates should receive call for Cab service to USA citizen. The Business Associate shall submit the Reports on CRM (Provide by end client). The Team Leaders / Manager / Trainer must have experience in the International BPO field at least 6 months to 3 year. Hiring should be done within 30 days of Signing SLA by both party. 7 Procedure to apply / Steps involve in Procedure . Documents Required: “MOU” + “Company Proofs” + “Director/Owner Proofs” + “DOT”* + “Company Profile”, once you send us your documents, we will forward your documents to the client. There would be reverting back from the client with 8-10 days. SLA: After signing your SLA, the client would give you 10-15 working days for training startup. Training: A trainer from US/India (Freelancer) will come to center’s office to give on-site training for 8-15 working days (days on capability of employee grasping power) and make center live. (We will be there to support and help center for training in easy way). All the expenses of towards the trainer like: travelling, accommodation will be borne by Client. 8 . Training charges : NIL ( Onsite training by client) . Travelling charges : NIL ( provide by the client) . Software charges : NIL ( provide by the client) . Royalty : 4% from every billing. Refundable Deposit: INR 4,00,000 (INR 2,00,000 on MOU & INR 2,00,000 on client introduction) . Consultancy INR 4,00,000 Refund at the time of NDA. Contract Renewal charges : NIL ( Royalty will be same as per NDA with Consultant) 9 1) MOU Should be signed by both party. 2) Deposit should be paid at the time of MOU. 3) Company profile should be shared by center. 4) Introduction call will be done. 5) Questionnaire will be shared. 6) 2nd call will be done with client for IT. 7) Questionnaire will be shared for IT. 8) 3rd party Background verification will be done by agency. 9) Office visit by client’s team member. 10) SLA discussion call will be done by management. 11) SLA Draft to be share to verify. 12) Travel plan to be fix by management for SLA. 13) 50% Advance will be release. 14) NDA should be sign and Deposit will be refund on the same day by cheque. 15) Hiring of the agent. 16) Training will be provided Onsite. (No charges) 17) 50% Advance will be release. 18) Mock calls with the team. 19) Demo calls for the final testing. 20) Center will be live 10 . Specifications & SLA: All the Company sign up documents will be handed over to the center once the Clients finish the center premises visit. Official mail will delivered to the center after the visit and Completion of Documentation will proceed thereafter. 11.
Load more

Recommended publications
  • The Market Impacts of Sharing Economy Entrants: Evidence from USA and China
    Electronic Commerce Research https://doi.org/10.1007/s10660-018-09328-1 The market impacts of sharing economy entrants: evidence from USA and China Yue Guo1,2 · Fu Xin1 · Xiaotong Li3 © The Author(s) 2019 Abstract This paper studies the link between the difusion of the sharing economy and tra- ditional mature industries by empirically examining the economic impacts of shar- ing economy entrants. This study adds to the ongoing debate over whether and how ride-hailing platforms infuence new car sales in USA and China. Our results sug- gest that the short-term impact of Didi Chuxing’s entry on new car sales is positive. Unlike the efect of Didi Chuxing on new car sales in China, Uber’s entry nega- tively infuences new car sales in USA. The entry of Didi Chuxing is related to a 9.24% increase in new car sales in China and the entry of Uber is related to an 8.1% decrease in new car sales in USA. We further empirically confrm that the impact of ride-hailing companies is trivial in small cities. Keywords Collaborative consumption models · Uber · Didi · Ride-hailing services · Sharing economy · Two-sided platforms 1 Introduction Over the last few years, the rapid proliferation of smartphones and the associated applications have fueled rapid growth of the online sharing economy, such as those of Uber, Airbnb, Lyft, Turo, and Peerby. These emerging online peer-to-peer plat- forms, collectively known as ‘collaborative consumption’, have made a great deal * Fu Xin [email protected] * Xiaotong Li [email protected] Yue Guo [email protected] 1 Hohai Business School, Hohai University, Nanjing, China 2 King’s Business School, King’s College London, London, UK 3 College of Business, University of Alabama in Huntsville, Huntsville, AL 35899, USA Vol.:(0123456789)1 3 Y.
    [Show full text]
  • Craigslist Auto Renew Free
    Craigslist Auto Renew Free Uncomplaining Billie thirsts, his vicariate dies contemporising roguishly. Lento Harald defaces: he communalize his flamboyant edifyingly and declaratively. Stuffy Moses hollers, his ascospores predestine reoccurs moreover. You have flagged as how often cited as close the auto renew craigslist free domain is one of all your charges percent of emails Red Steering Wheel Spinner Suicide Knob again For Fits FARMALL IH Fits Massey. Craigslist auto parts in whatever they don ferguson productions is required, auto renew until the interface. For viewing the unchecked influence of the work, contacts craigslist has never been known as a post using the ad craigslist auto renew feature. Also, we again continue to. It industry to free craigslist craigslist auto free. Given away free classifieds ads removal, auto renew craigslist free! If no need to submit their properties, and what the ok any number for generator is his support and auto renew posts via craigslist post housing my products. Select a landing page template. So you expect different locations, auto renew your ads on some categories, ca area has a very efficient in your craigslist auto poster can. HIV and hose shop and interest. Go after clients who boost your product. Im on free to do you manage you do you delete the free craigslist auto renew the boise craigslist authentication pages. Failure to free with everything in for craigslist auto renew free for used bullet points of the original online, and remember us? How do the latest commit to renew and auto renew craigslist free to renew their method of.
    [Show full text]
  • Online Platforms for Exchanging and Sharing Goods
    CASE STUDY ONLINE PLATFORMS FOR EXCHANGING AND SHARING GOODS by Anders Fremstad 2/2/2015 A project of EXECUTIVE SUMMARY Americans own huge and underutilized stocks of consumer goods, including furniture, appliances, tools, toys, vehicles, and lodging. Websites like Craigslist, Couchsurfing, and NeighborGoods have lowered the transaction costs associated with acquiring secondhand goods and sharing underused goods, which may help us take advantage of this excess capacity. Indeed, advocates of the so-called sharing economy argue that technology can facilitate peer-to-peer transactions that enable us to save money, build community, and reduce environmental burdens. This case study evaluates the economic, social, and environmental effects of three online platforms. Craigslist provides an online market for local secondhand goods such as vehicles, furniture, appliances, and electronics. Couchsurfing matches travelers with hosts around the world who welcome guests into their homes. NeighborGoods helps people borrow and lend household goods free of charge. Together these case studies provide an overview of the role of online platforms as future economy initiatives. The economic benefits to these three platforms are significant, and likely to grow over time. Americans posted hundreds of millions of secondhand goods for sale on Craigslist in 2014, increasing access to affordable used goods. Couchsurfing has helped provide its members with millions of nights of free lodging, substantially reducing the cost of travel. While NeighborGoods has not achieved the scale of Craigslist or Couchsurfing, online platforms for sharing household goods could save Americans significant sums of money, especially if they can facilitate widespread ride-sharing and car-sharing. Online platforms may particularly improve the livelihoods of poor Americans.
    [Show full text]
  • Can You Gig It? an Empirical Examination of the Gig-Economy and Entrepreneurial Activity*
    Can You Gig It? An Empirical Examination of the Gig-Economy and Entrepreneurial Activity* Gordon Burtch Carlson School of Management University of Minnesota Seth Carnahan Ross School of Business University of Michigan Brad N Greenwood Fox School of Business Temple University [email protected] Abstract We examine how the entry of gig-economy platforms influences local entrepreneurial activity. On one hand, such platforms may reduce entrepreneurial activity by offering stable employment for the un- and under-employed. On the other hand, such platforms may enable entrepreneurial activity by offering work flexibility that allows the entrepreneur to re-deploy resources strategically in order to pursue her nascent venture. To resolve this tension we exploit a set of natural experiments, the entry of the ride-sharing platform Uber X and the on-demand delivery platform Postmates into local areas. We examine the effect of each on crowdfunding campaign launches at Kickstarter, the world’s largest reward-based crowdfunding platform. Results indicate a negative and significant effect on crowdfunding campaign launches, and thus local entrepreneurial activity, after entry of Uber X or Postmates. Strikingly, the effect appears to accrue primarily to un-funded and under-funded projects, suggesting that gig-economy platforms predominantly reduce lower quality entrepreneurial activity by offering viable employment for the un- and under-employed. Keywords: gig economy, digital platforms, innovation, crowdfunding, entrepreneurship, difference in difference, natural experiment * Author’s names are in alphabetical order. Each author contributed equally to this work. Introduction The introduction of new business models spawned by digital platforms has captured the attention of scholars and policy makers for decades (Bakos and Bailey 1997, Parker and Van Alstyne 2005).
    [Show full text]
  • For Immediate Release
    For Immediate Release Terrapass scores touchdown with Lyft to Offset Carbon Emissions at University of Michigan Football Games Houston, Texas – October 6, 2017: Terrapass, a member of the Just Energy Group, and a leader in the fight against climate change, has partnered with Lyft, the fastest growing on-demand transportation service in the US, to offset carbon emissions associated with travel for all University of Michigan football games for the 2017/2018 season. Michigan Stadium, located in Ann Arbor, is the largest stadium in the United States and home to the Michigan Wolverines. It’s also the second largest stadium in the world. Patrons travelling to the stadium can play an important part in helping the environment simply by selecting Lyft as their choice of transportation to and from the venue for football games. Every single Lyft ride in Ann Arbor on game day will be balanced with carbon offsets that terrapass will purchase. In fact, terrapass will not only offset travel in Ann Arbor during Michigan football home games, but away games, as well. The carbon offsets will be sourced from a local project, the South Kent Landfill in Byron Center, MI. For the Michigan Wolverine’s first home game, Lyft offset more than 10,000 miles! "We realize that game day can put a large strain on the physical environment of Ann Arbor, and we want to do our part to reduce the impact. Lyft believes in the power of rideshare to not only reduce congestion, but build community. We’re proud to partner with terrapass to help the Ann Arbor community while reinforcing to passengers that it matters how you get there, said Elliot Darvick, General Manager for Lyft in Southeast Michigan.
    [Show full text]
  • Vacation-Subleasing-2.Pdf
    Kimball, Tirey & St. John LLP Vacation Subleasing Jamie Sternberg, Esq. and Taylor Baumann, Esq. Updated, July 2018 Landlords in desirable tourist destinations benefit from the income opportunities of short-term rentals. Companies like Airbnb.com, HomeAway.com, CouchSurfing.com and VRBO offer the convenience of booking and reviewing vacation homes to tourists, and listing, marketing and securing electronic payment to landlords—with a variety of other features. Vacation rentals can also offer longer-term tenants the opportunity to turn a quick profit by subleasing their unit during tourist season, leading to potential conflict with their landlords. WHAT IS SUBLEASING? A tenant “subleases” when they temporarily lease the entire premises to another party, or transfer or share a portion of the leased premises with another party. California allows tenants to sublease, unless the tenant’s lease agreement prohibits or limits subleasing. Subtenants are bound by the original lease, and tenants cannot transfer rights to the subtenant not found in the lease agreement. If either the tenant or the subtenant violates the lease, and the landlord terminates the rental agreement, tenancy ends for both. Because the sublease involves three parties (the landlord, tenant, and subtenant), and the original lease controls the rights and obligations in the sublease, subleases require care when drafting. An attorney can assist in drafting the sublease to avoid conflicts between the parties and the lease. THE ONLINE VACATION RENTAL INDUSTRY The internet hosts a spectrum of vacation rental websites: Airbnb (Airbnb.com): Offers a range of options, including room rentals. HomeAway (HomeAway.com/VRBO.com/VacationRentals.com) and Tripadvisor (FlipKey.com/VacationHomeRentals.com): Offer full unit and home rentals.
    [Show full text]
  • Growth of the Sharing Economy 2 | Sharing Or Paring? Growth of the Sharing Economy | 3
    www.pwc.com/hu Sharing or paring? Growth of the sharing economy 2 | Sharing or paring? Growth of the sharing economy | 3 Contents Executive summary 5 Main drivers 9 Main features of sharing economy companies 12 Business models 13 A contender for the throne 14 Emergence of the model in certain key sectors 16 I. Mobility industry 16 II. Retail and consumer goods 18 III. Tourism and hotel industry 19 IV. Entertainment, multimedia and telecommunication 20 V. Financial sector 21 VI. Energy sector 22 VII. Human resources sector 23 VIII. Peripheral areas of the sharing economy 24 Like it or lump it 25 What next? 28 About PwC 30 Contact 31 4 | A day in the life of the sharing economy While he does his Yesterday Peter applied for an online Nearby a morning workout, Peter data gathering distance young mother 8:00 listens to his work assignment 12:30 offers her Cardio playlist on Spotify. on TaskRabbit. home cooking So he can via Yummber, 9:15 concentrate better, and Peter jumps he books ofce at the space in the opportunity. Kaptár coworking ofce. On Skillshare, 13:45 16:00 he listens to the Nature Photography On the way home for Beginners course. he stops to pick up the foodstuffs he 15:45 To unwind, he starts ordered last week from watching a lm on Netflix, the shopping community but gets bored of it and reads Szatyorbolt. his book, sourced from A friend shows him Rukkola.hu, instead. a new Hungarian board game under development, on Kickstarter. Next week he’s going on holiday in Italy 18:00 He likes it so much with his girlfriend.
    [Show full text]
  • The Sharing Economy: Disrupting the Business and Legal Landscape
    THE SHARING ECONOMY: DISRUPTING THE BUSINESS AND LEGAL LANDSCAPE Panel 402 NAPABA Annual Conference Saturday, November 5, 2016 9:15 a.m. 1. Program Description Tech companies are revolutionizing the economy by creating marketplaces that connect individuals who “share” their services with consumers who want those services. This “sharing economy” is changing the way Americans rent housing (Airbnb), commute (Lyft, Uber), and contract for personal services (Thumbtack, Taskrabbit). For every billion-dollar unicorn, there are hundreds more startups hoping to become the “next big thing,” and APAs play a prominent role in this tech boom. As sharing economy companies disrupt traditional businesses, however, they face increasing regulatory and litigation challenges. Should on-demand workers be classified as independent contractors or employees? Should older regulations (e.g., rental laws, taxi ordinances) be applied to new technologies? What consumer and privacy protections can users expect with individuals offering their own services? Join us for a lively panel discussion with in-house counsel and law firm attorneys from the tech sector. 2. Panelists Albert Giang Shareholder, Caldwell Leslie & Proctor, PC Albert Giang is a Shareholder at the litigation boutique Caldwell Leslie & Proctor. His practice focuses on technology companies and startups, from advising clients on cutting-edge regulatory issues to defending them in class actions and complex commercial disputes. He is the rare litigator with in-house counsel experience: he has served two secondments with the in-house legal department at Lyft, the groundbreaking peer-to-peer ridesharing company, where he advised on a broad range of regulatory, compliance, and litigation issues. Albert also specializes in appellate litigation, having represented clients in numerous cases in the United States Supreme Court, the United States Court of Appeals for the Ninth Circuit, and California appellate courts.
    [Show full text]
  • Just Energy and Lyft Join Forces on Facebook
    Just Energy and Lyft Join Forces on Facebook January 21, 2019 Joint Marketing to Offer Promotional Deals for Houston, Texas Customers HOUSTON, Jan. 21, 2019 (GLOBE NEWSWIRE) -- Just Energy, a leading consumer company focused on essential needs including electricity and natural gas commodities, health and well-being products, and utility conservation, is pleased to announce a new joint marketing partnership with Lyft, whose mission is to improve people's lives with the world's best transportation. Customers can now get free rides along with their energy plan, increasing the benefit and convenience of being a Just Energy customer. Free Nights, Free Rides. Customers that sign up for the promotional Nights Free plan will receive a $50 credit in their Lyft account. With 24 or 36-month term options, Nights Free customers can sleep easy knowing that their energy supply charges incurred between 9pm and 7am will be credited on their bill. With this promotional offer, customers get more of what they want - free usage during the evening hours and the convenience of on-demand rides with Lyft up to $50. “At Just Energy, we believe in creating products and services that make our customers’ lives easier,” says Pat McCullough, Chief Executive Officer at Just Energy. “We are excited to partner with Lyft and provide the added value of free rides when signing up for our Nights Free or Basics promotional plans. This offer embodies our mission of being Trusted Advisors, giving our customers the most in terms of value and convenience.” The promotion is being rolled out in the Houston, Texas market.
    [Show full text]
  • Lyft, Inc. (Exact Name of Registrant As Specified in Its Charter)
    S-1 1 d633517ds1.htm S-1 Table of Contents As filed with the Securities and Exchange Commission on March 1, 2019. Registration No. 333- UNITED STATES SECURITIES AND EXCHANGE COMMISSION WASHINGTON, D.C. 20549 FORM S-1 REGISTRATION STATEMENT UNDER THE SECURITIES ACT OF 1933 Lyft, Inc. (Exact name of registrant as specified in its charter) Delaware 7389 20-8809830 (State or other jurisdiction of (Primary Standard Industrial (I.R.S. Employer incorporation or organization) Classification Code Number) Identification Number) Lyft, Inc. 185 Berry Street, Suite 5000 San Francisco, California 94107 (844) 250-2773 (Address, including zip code, and telephone number, including area code, of registrant’s principal executive offices) Logan Green Co-Founder and Chief Executive Officer John Zimmer Co-Founder, President and Vice Chairman Lyft, Inc. 185 Berry Street, Suite 5000 San Francisco, California 94107 (844) 250-2773 (Name, address, including zip code, and telephone number, including area code, of agent for service) Copies to: Katharine A. Martin Kristin N. Sverchek Richard A. Kline Rezwan D. Pavri David V. Le Anthony J. McCusker Lisa L. Stimmell Kevin C. Chen An-Yen E. Hu Andrew T. Hill Christopher M. Reilly Goodwin Procter LLP Wilson Sonsini Goodrich & Rosati, P.C. Lyft, Inc. 601 Marshall Street 650 Page Mill Road 185 Berry Street, Suite 5000 Redwood City, California 94063 Palo Alto, California 94304 San Francisco, California 94107 (650) 752-3100 (650) 493-9300 (844) 250-2773 Approximate date of commencement of proposed sale to the public: As soon as practicable after this registration statement becomes effective. If any of the securities being registered on this Form are to be offered on a delayed or continuous basis pursuant to Rule 415 under the Securities Act of 1933 check the following box.
    [Show full text]
  • Exploration of the Current State and Directions of Dynamic Ridesharing Joseph J
    Montclair State University Montclair State University Digital Commons Theses, Dissertations and Culminating Projects 8-2015 Exploration of the Current State and Directions of Dynamic Ridesharing Joseph J. Di Gianni Montclair State University Follow this and additional works at: https://digitalcommons.montclair.edu/etd Part of the Environmental Sciences Commons Recommended Citation Di Gianni, Joseph J., "Exploration of the Current State and Directions of Dynamic Ridesharing" (2015). Theses, Dissertations and Culminating Projects. 187. https://digitalcommons.montclair.edu/etd/187 This Dissertation is brought to you for free and open access by Montclair State University Digital Commons. It has been accepted for inclusion in Theses, Dissertations and Culminating Projects by an authorized administrator of Montclair State University Digital Commons. For more information, please contact [email protected]. EXPLORATION OF THE CURRENT STATE AND DIRECTIONS OF DYNAMIC RIDESHARING A DISSERTATION Submitted to the Faculty of Montclair State University in partial fulfillment of the requirements for the degree of Doctor of Philosophy by JOSEPH J. DI GIANNI Montclair State University Montclair, NJ 2015 Dissertation Chair: Dr. Rolf Sternberg Copyright © 2015 by Joseph J. Di Gianni. All rights reserved. MONTCLAIR STATE UNIVERSITY THE GRADUATE SCHOOL DISSERTATION APPROVAL We hereby approve the Dissertation EXPLORATION OF THE CURRENT STATE AND DIRECTIONS OF DYNAMIC RIDESHARING of Joseph J. Di Gianni Candidate for the Degree: Doctor ofPhilosophy Dissertation Committee: Department ofEarth and Environmental Studies Dr. RolfSter^eT^ Certified by: Dissertation.Chair Dr. Joan C. Ficke Dr. Gregory Pope Dean ofThe Graduate School Date Dr. Harbans^nsh . Joseph Mirabella ABSTRACT EXPLORATION OF THE CURRENT STATE AND DIRECTIONS OF DYNAMIC RIDSHAREING by Joseph J.
    [Show full text]
  • Mission Is Critical
    Stanford eCorner Mission is Critical Navin Chaddha, Mayfield 06-03-2019 URL: https://ecorner.stanford.edu/?post_type=snippet&p=63105 Navin Chaddha, managing director of Mayfield, attributes Lyft’s rapid growth not just to technology, but to the mission that founders John Zimmer and Logan Green set for the company from day one: to make people’s lives better through transportation. He describes how services like providing free rides to polling places exemplify the values that give Lyft its structural integrity. Transcript - So, when we met John and Logan in 2011, their business was called Zimride, as Lyft didn't even exist.. What was the idea? The idea was a social site, a variant of Craigslist where people were posting requests and offers for shared rides.. It was primarily being used by students, primarily at Stanford, and commuters for the Bay Area traffic.. But it wasn't a direct consumer to consumer application.. It was distributed through universities and corporations.. It was a good idea, but not a massive market that a VC would invest in.. Then comes the smartphone revolution.. And the smartphone step.. Like any other smart entrepreneur, John and Logan pivoted the company to creating the first, now this is debatable, I'm an investor in them, so please take it with a grain of salt.. The first peer-to-peer ridesharing service not focused on the black car market and have grown in seven years or so to providing more than 50 million rides a month.. What led to their success was their authentic mission of making people's lives better by providing the best transportation.
    [Show full text]