A Study on Customer Satisfaction Towards Online Cab Booking with Special Reference to Coimbatore City
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
HIGHLIGHTS the Company
Transportation, Online Food Ordering and Food Delivery| Founded 2012 | Singapore grab.com MARKETPLACE TYPE OF SECURITY: HIGHLIGHTS Equity - Direct Investment DEAL SIZE: • Grab has served more than 187 million users in over 330 cities across eight countries1. $ 3,410,000 MINIMUM INVESTMENT: • In December 2018, Grab claimed to have served 920 million kil- ometers worth of rides to its users that year $ 100,000 • Grab has raised a total of $10.1B in funding over 31 rounds. Their latest funding was raised on Aug 3, 20202 KEY INVESTORS: Mitsubishi UFJ Financial group: • In March 2018 Grab acquired Uber’s operations in Southeast $706 Million Asia and Uber now holds a 28% stake in Grab3. TIS INTEC: $150 Million Booking Holdings: $200 Million Se- ries H funding The Company SoftBank, Didi, Toyota: $2.5 Billion series G funding Grab, is a Singaporean multinational ride-hailing compa- ny headquartered in Queenstown, Singapore. In addition to SoftBank, Didi, Honda: $750 Mil- transportation, the company offers food delivery and digital lion, payments services via a mobile app. Series F funding It currently operates in the Asian countries Didi Chuxing, China Investment of Singapore, Malaysia, Cambodia, Indonesia, Myanmar, Philippi Corp: $350 Million nes, Thailand, Vietnam, and Japan. It is Southeast Asia's first Series E funding "decacorn" (a startup with a valuation of over US$10 billion)4. SoftBank: $250 Million Series D funding Grab’s growth of its “super app” — in which it provides a one- Tiger Global: $65 Million stop shop for consumers to both see to their transportation Series C funding needs, but also other aspects of their connected consumer life, GGV Capital: $15 Million such as eating, entertainment and managing their money — has Series B funding involved the company partnering with a number of other finan- cial giants, including Mastercard, Credit Saison, Chubb, and Vertex Venture: $10 Million ZhongAn Online P&C Insurance Co. -
We Can Go Anywhere': Understanding Independence Through a Case Study
‘We can go anywhere’: Understanding independence through a case study of ride-hailing use by people with visual impairments in metropolitan India VAISHNAV KAMESWARAN, University of Michigan JATIN GUPTA, University of Michigan JOYOJEET PAL, University of Michigan SILE O’MODHRAIN, University of Michigan TIFFANY C. VEINOT, University of Michigan ROBIN N. BREWER, University of Michigan AAKANKSHA PARAMESHWAR, University of Michigan VIDHYA Y, Microsoft Research India JACKI O’NEILL, Microsoft Research India Ride-hailing services have received attention as part of the growing work around the sharing economy, but the focus of these studies has largely been on drivers. In this paper, we examine how ride-hailing is transforming the transportation practices of one group of passengers - people with visual impairments in metropolitan India. Through a qualitative study consisting of interviews and observations, we examined the use and impact of these services on our target population, who otherwise contend with chaotic, unreliable, and largely inaccessible modes of transportation. We found that ride-hailing services positively affects participants’ notions of independence, and we tease out how independence for our participants is not just about ‘doing things alone, without help’ but is also situated, social and relative. Furthermore, we show how accessibility, in the case of ride-hailing in India, is a socio-technical and collaborative achievement, involving interactions between the passenger, the driver, and the technology. CCS Concepts: • Human-centered computing → Empirical studies in accessibility; 85 Additional Key Words and Phrases: Accessibility, social accessibility, collaborative accessibility, independence, stigma, social interactions, ridesharing, Uber, Ola, blind users ACM Reference Format: Vaishnav Kameswaran, Jatin Gupta, Joyojeet Pal, Sile O’Modhrain, Tiffany C. -
Ws2018-Transportation-Services-21St
Just what do we actually know about household spending on transportation services and how are they changing in the 21st Century? Jonathan R. Peters, Ph.D. The College of Staten Island & The CUNY Graduate School David A. King, Ph.D. Arizona State University Cameron E. Gordon, Ph.D. University of Canberra Nora Tabori Santiago, MUA The CUNY High Performance Computing Center Bureau of Labor Statistics 2018 Consumer Expenditure Surveys (CE) Microdata Users’ Workshop Washington, DC July 20, 2018 How did we (Transportation Finance Folks & Urban Planners) wind up here at the BLS? Part III (2014, 2017 & 2018) Why are we interested in tracking the cost of transport services and fees? The Changing US Portfolio of Travel • Look at aspects of travel costs that are changing. • How are these costs reflected in the CEX? • How are these cost measured through other methods? • How are these costs spread across income groups? • How can we plan to measure future costs? Ola Cabs - India Sidecar - DOA Uber Trips Origins in “New York” – From Uber Data Obtained From Uber by NYC Taxi and Limousine Commission for April – October 2014 US Households Without a Vehicle Rank City % car-free 1 New York City 56% 2 Washington, DC 38% 3 Boston 37% 4 Philadelphia 33% 5 San Francisco 31% 6 Baltimore 31% 7 Chicago 28% 8 Detroit 26% U.S. Average = 9.22% Household Modes of Travel • Private Automobile • Shared Vehicle – Carpool / Fampool • Shared Vehicle – Taxi, Jitney, Lyft, Uber • Walking • Bicycle • Mass Transit – Commuter Rail, Metro, Bus, Ferry • Air Travel • Non-Travel – Online Shopping / Video Meetings • And Lodging - AirBNB versus Hotels Changing Households • Households used to travel a lot to get goods and services. -
SUPREMECOUR I" 0Rqn^® COUNSEL for APPELLEE, STATE of OHIO
IN THE SUPREME COURT OF OHIO Supreme Court STAT'E OF OHIO Case No. 09-- .® 379 Appellee, On Appeal from the VS. Williams County Court of Appeals, Sixth Appellate District RANDALL D. SNYDER Court of Appeals Appellant. Case No. WM-08-004 MEMORANDUM IN SUPPORT OF JURISDICTION OF APPELLANT RANDALL D. SNYDER WII..T IAM F. KLUGE Atto;^ney Reg. No. 0022433 124 South Metcalf Street Lima, Ohio 45801 (419) 225-5706 Fax No.: (419) 225-6003 COUNSEL FOR APPELLANT, RANDALL D. SNYDER THCsiti'IAS A. THOMPSON, #0068787 Prosos:,Ating Attorney Wiiliains County, Ohio 121(^i:vV: High Street Bryan, Uhio 43506 (419) 636-4411 CLFnk OF COIJRT Fax i`io.: (41 9) 636-3919 SUPREMECOUR I" 0rQN^® COUNSEL FOR APPELLEE, STATE OF OHIO eisii . TABLE OF CONTENTS PAGE EXPL'ANATION OF WHY THIS CASE IS OF PUBLIC OR f.:I2EAT GENERAL INTEREST AND INVOLVES A FELONY . .. .1 STA'mEMENT OF CASE AND FACTS .................................................... I ARGNMENT IN SUPPORT OF PROPOSITION OF LAW .........................6 1tit: Proposition of Law I: Trial counsel's dual representation of the 1 Appellant and Co-Appellant without informed written consent violated Rule 1.7 of the Rules of Professional Conduct and resulted in a violation of the Confrontation Clause pursuant '^, to U.S. v. Bruton (1968), 391 U.S. 128, 88 S. Ct. 1620 ..........................6 Proposition of Law II: Dental records which are not self -authenticating pursuant to R.C. 2317.422 are inadmissible under Evid. R. 901 unless authenticated or identified by a witness with knowledge . .. .. .. .. .. .. .. ...8 Proposition of Law III: A conviction must be reversed and the matter remanded for a new trial when, due to the affirmative defense of self- defense, the conviction is not based upon sufficient evidence and is against the manifest weight of the evidence . -
Grab Marketing Strategy, Research & Development
Grab Marketing Strategy, Research & Development Gabriel Willy Widyatama1, Shankar Chelliah2, Yang Kai3, Yang Yingxing4, Yee Chew Tien5, Wee Choo Mey6, Liem Gai Sin7 University Ma Chung1,7 Jl. Villa Puncak Tidar No.1, Doro, Karangwidoro, Kec. Dau, Malang, Jawa Timur 65151 University Sains Malaysia2,3,4,5,6 11800 Gelugor, Penang, Malaysia Correspondence Email: [email protected] ABSTRACT Grab is a Singapore-based company providing transportation applications available in six countries in Southeast Asia. It utilizes smartphone cloud-based technology to provide ride-hailing and logistics services, food delivery, and courier service. This study proposes to determine and analyze the problems that exist in the Grab company. One of the problems in a company is a competition between companies. One of the competitors is GO-JEK. This research is expected to provide solutions to problems that exist within the company. How to stand out from competitors, attract more customers and drivers, and various training courses for drivers? What should the company decide on the price? In different countries, how should companies operate under different government policies? Keywords: Application, Grab, Marketing, Strategy, Transportation INTRODUCTION Grab Holdings Inc. formerly known as MyTeksi and GrabTaxi, it is a Singapore based transportation company that was originally founded in Malaysia and moved its headquarters to Singapore. Grab is an Uber-like service that offers rides, and on- demand taxi service with flat rate fees based on the city. Grab allows the customer to quickly book a ride from the app, wait for the grab car, and pay the fare through app or by using cash. -
GLOBAL RIDESHARING VENDORS Request Full Research
COMPETITIVE ASSESSMENT JULY 10, 2018 Request Full Research CA-1238 GLOBAL RIDESHARING VENDORS INTRODUCTION Ridesharing services have grown at breakneck speeds over the past decade as an increasing number of people are using these services and bypassing conventional taxi services and other forms of public transport. The end goal for current ridesharing services is to disrupt and displace the much larger consumer vehicle ownership market through enhancement of their current services as well as the future application of driverless technology. This study analyzes and compares the strength of the current leading ridesharing providers worldwide through an analysis of their innovation programs, strategies, and implementation achievement, as measured through verifiable metrics. A ridesharing service is defined by ABI Research as any company that allows independent drivers to operate on the company’s mobility platform to provide on-demand transportation to the user. This study will also include ride-hailing providers—companies that do not utilize private drivers but instead partner with local taxi providers to provide on-demand transportation to the user. In addition, a global market share evaluation is also provided in the report and compares each vendor’s share of global ridesharing passenger trips. The vendors assessed in this report are Cabify, Careem, Curb, DiDi Chuxing, Easy Taxi, Gett, Go-Jek, Grab, Kakao Mobility Corporation, Lyft, MyTaxi, Ola Cabs, Taxify, and Uber. METHODOLOGY OVERVIEW After individual scores are established for innovation and implementation, an overall company score is established using the Root Mean Square (RMS) method: The resulting overall scores are then ranked and used for percentile comparisons. The RMS method, in comparison with a straight summation or average of individual innovation and implementation values, rewards companies for standout performance. -
Online Transportation Price War: Indonesian Style
CORE Metadata, citation and similar papers at core.ac.uk Provided by Klaipeda University Open Journal Systems SAKTI HENDRA PRAMUDYA ONLINE TRANSPORTATION PRICE WAR: INDONESIAN STYLE ONLINE TRANSPORTATION PRICE WAR: INDONESIAN STYLE Sakti Hendra Pramudya1 Universitas Bina Nusantara (Indonesia), University of Pécs (Hungary) ABStrAct thanks to the brilliant innovation of the expanding online transportation companies, the Indonesian people are able to obtain an affor- dable means of transportation. this three major ride-sharing companies (Go-Jek, Grab, and Uber) provide services which not only limited to transportation service but also providing services for food delivery, courier service, and even shopping assistance by utili- zing gigantic armada of motorbikes and cars which owned by their ‘driver partners’. these companies are competing to gain market share by implementing the same strategy which is offering the lowest price. this paper would discuss the Indonesian online trans- portation price war by using price comparison analysis between three companies. the analysis revealed that Uber was the winner of the price war, however, their ‘lowest price strategy’ would lead to their downfall not only in Indonesia but in all of South East Asia. KEYWOrDS: online transportation companies, price war, Indonesia. JEL cODES: D40, O18, O33 DOI: http://dx.doi.org/10.15181/rfds.v29i3.2000 Introduction the idea of ride-hailing was unfamiliar to Indonesian people. Before the inception (and followed by the large adoption) of smartphone applications in Indonesia, the market of transportation service was to- tally different. the majority of middle to high income Indonesian urban dwellers at that time was using the conventional taxi as their second option of transportation after their personal car or motorbike. -
The Top 7 International Ride-Sharing Apps
Locations Resource Artciles Beyond Uber: The Top 7 International Ride-Sharing Apps Need a Lyft? In an Uber rush? Chances are good that if you’re residing in the United States, both these questions have taken on double meanings in recent years. From the most urbanized to isolated societies, applications such as Lyft and Uber have brought a new form of transportation, known as ridesharing, to the masses. As part of the greater sharing economy, or through the uberisation effect, these applications take advantage of our telecommunication networks and smart devices to make our lives easier. In short, they do this by ultimately removing the larger companies from the equation and facilitating mutually benecial peer-to-peer interactions. Ride-sharing is a great example for this, as anyone who has used an associated application can attest. When using Uber, for instance, a customer must only broadcast their need for a ride to a specic destination, and any registered nearby driver may accept. Uber, of course, takes its cut from the fares, but otherwise, the transaction is solely between the consenting driver and customer. For many in the world, Uber has become more than a household name for ride-sharing applications, becoming more akin to the industry as a whole, rather than a specic brand. This is in the same regard as to how Kleenex has superseded tissue paper, despite other brands available on the market. That said, there are actually several competitors to Uber outside of the United States. If you’re traveling abroad, having some knowledge of them, as well as their existence, might save you when you need it most, particularly if your destination is not supported by the company you’re familiar with. -
Operation Analytics: Uber and Ola Logistics Optimization
Goel Rashi et al.; International Journal of Advance Research and Development (Volume 3, Issue 10) Available online at: www.ijarnd.com Operation analytics: Uber and ola logistics optimization Rashi Goel, Pushti Jain, Rajat Singhal, Riddhi Jhunjhunwala, Ritika Doshi Student, SVKM's Narsee Monjee Institute of Management Studies, Mumbai, Maharashtra ABSTRACT Uber and Ola both are one of the most fastest growing firms in the taxi aggregator industry. However, both run through very different operations and working logistics in terms of driver and rides, route optimization, area connectivity, and availability. With this paper, we aim to draw a comparison between daily working and logistics optimization of both Uber and Ola, so as to understand the workings and the shortcomings of both the firms on whole. For this purpose, we have used mathematical and analytical tools of operations research. Keywords— Uber, Ola, Logistics optimalization, Route optimization, Operations research 1. INTRODUCTION Operational research (or) is an analytical method of troubleshooting and decision-making which is useful in managing organizations. In operational research, problems are divided into basic components and then resolved in the steps defined by mathematical analysis. Uber Technologies Inc. A peer-to-peer ridesharing, taxi cab, food distribution, bicycle-sharing, and transport network company (headquartered in San Francisco, California) with operations in 785 metropolitan areas worldwide (operating in the form of recovery) TNC. [1]. Its platforms can be accessed through its websites and mobile apps. Uber has been prominent in the shared economy, so as a result changes in industries are called Uberisation. Renters have been quoted as saying that they will pay before the ride request. -
How Ola Leveraged Kaleyra's Cloud Communications to Connect
How Ola leveraged Kaleyra’s Cloud Communications to connect customers and drivers via Messaging! Executive Summary India is becoming one of the most competitive markets in the But does this customer experience come easy? We’re proud to world with a new business occupying a corner space every say it does! other day. With the growing population, businesses are now looking for ways to help make daily tasks easier for residents. Cab aggregators have moved on from the traditional PBX One such issue that the country faces is with regard to systems which piled on their worry of infrastructure set-up to a transportation. Travel has not only become a necessity but also more cost-friendly and environment friendly way of doing a dire need that the country needs to manage intelligently. business by moving their business communication entirely to While public transport has been the go-to option for the cloud and that’s precisely what Cloud Telephony does. longest time, people are now looking for easier, convenient and more comfortable means to get to their destinations without By moving communications to cloud, businesses can now worrying about the hassle of walking up to a bus stand or manage their messaging and voice services without worry while getting into an auto while paying a price that could be out of ensuring that their database is safe and secure. It also helps one’s budget. This is where the private shared transportation businesses cater to a larger customer base in real-time basis all services come into the picture. through one platform that is accessible across anywhere in the world. -
The Evolution of Shared Ride and Pooling Services Susan Shaheen
Going My Way? The Evolution of Shared Ride and Pooling Services Susan Shaheen haring rides is a longstanding We know that technologically, a future with tradition that predates even horse- many shared rides is now possible. What we S don’t know is whether and under what conditions and-buggy travel. Recent innovations, people will be willing to make that transition. however, make sharing a ride easier, Thinking about this possibility requires that we more convenient, and more efficient. understand the history of shared mobility, and Innovative mobility services premised how it interacts with modes we already know. on pooling — getting multiple riders Historic Trends, About to Be Disrupted into the same vehicle — can lower travel costs, mitigate congestion, and Shared mobility is a radical departure from reduce greenhouse gas emissions. the culture of auto ownership that has long dominated the industrialized world. This culture They also offer travelers more mobility became entrenched after World War II, when choices between the traditional interstates, suburbs, and auto-oriented industries bookends of auto ownership and (such as drive-thru restaurants) grew. Almost public transit. everywhere, car ownership increased and public transit use often declined — despite efforts The motivations for pooling are simple. There to boost its ridership. The affluent world, to a are economic incentives. Cars are among the greater extent, was defined, by driving alone. most underused capital assets in our economy, sitting empty 95 percent of the time and usually Efforts to change this situation have for decades carrying only one person the rest of the time. If met little success. -
Global Antitrust Review Issue 11, 2018
The Interdisciplinary Centre for Competition Law and Policy (ICC) GLOBAL ANTITRUST REVIEW ISSUE 11, 2018 ICC Global Antitrust Review A PUBLICATION OF THE INTERDISCIPLINARY CENTRE FOR COMPETITION LAW AND POLICY (ICC) Editor Dr. Eda Sahin ([email protected]) All inquiries to: Global Antitrust Review (GAR) Interdisciplinary Centre for Competition Law and Policy (ICC) 67-69 Lincoln’s Inn Fields London WC2A 3JB United Kingdom Tel: + 44 (0)207 882 8122 Fax: + 44 (0)207 882 8223 Email: [email protected] www.icc.qmul.ac.uk Prospective contributors should consult the ‘Guidelines for Authors’ before submitting their articles. © Individual contributors and the ICC, 2018 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form, or by any means, electronic, mechanical photocopying, recording, or otherwise, without the prior permission of the ICC. ICC GLOBAL ANTITRUST REVIEW ISSUE 11, 2018 4 ICC GLOBAL ANTITRUST REVIEW ISSUE 11, 2018 EDITOR’S MESSAGE 5 ARTICLES Virtual Competition: Challenges for Competition NIDHI SINGH 6 Policy in An Algorithm Driven Market Mergers Between Generics: How Competition KALPANA TYAGI 33 Commission of India Promotes Innovation and Access Through Merger Control? ESSAY EU Competition Law and the UK Post-Brexit PATRICIA IOANA NICOLAE 60 EDITOR’S MESSAGE 5 In line with the GAR’s commitment to provide a forum for academic debate on matters of international competition law and policy, the 2018 volume consists of contributions discussing a diverse selection of prominent and controversial topics. This volume has two interesting articles. The first article explains the rise of self-learning algorithms, big data and analytics and artificial intelligence and reflects on the question how algorithms and data crunching are changing the nature of market competition to the disadvantage of consumers.