A Founder's Friend?

Total Page:16

File Type:pdf, Size:1020Kb

A Founder's Friend? An Acuris company Asia’s Private Equity News Source avcj.com September 05 2017 Volume 30 Number 33 EDITOR’S VIEWPOINT What regulation means for China outbound M&A Page 3 NEWS Accel, Blackstone, DSG, EDBI, GGV, Hillhouse, IDFC, IDG, J-Star, KKR, Matrix, Mercury, MSPEA, Norwest, Qingsong, Samara, SDIC, Sequoia, TPG, Yunfeng Page 4 DEAL OF THE WEEK Navis poultry play leads to China agri payout Page 12 Affinity backs Lock & Lock for regional growth push Page 13 INDUSTRY Q&A A founder’s friend? Barnaby Lyons of Bain Capital Credit Asian corporate culture means VCs are loath to replace founder-CEOs Page 7 Page 15 FOCUS DEAL OF THE WEEK Alignment of forces Pedals to the metal Shifting GP-LP relations under the microscope Page 10 GoGoVan and 58 Suyun fuel up for expansion Page 12 China M&A Forum 2017 19中国企业并购论坛 October 2017 l Four Seasons Hotel Pudong, Shanghai l 2017年10月19日 上海浦东四季酒店 GLOBAL PERSPECTIVE, LOCAL OPPORTUNITY 全球视野 , 本土机遇 The China M&A Forum returns to Shanghai this October. Join US$ 270+ senior corporate investors, fund managers, M&A全球视野,本土机遇 advisers and book300 before and policy makers from across the globe to discuss the latest SAVE drivers, key opportunities, and most pressing challenges 8 September affecting M&A in and out of China. (THIS FRIDAY) Keynote Shuang Chen Executive Director and Chief Executive Officer CHINA EVERBRIGHT LIMITED Early confirmed speakers to attend include: Michael Weiss Honghui Sun Jay Cheng Senior Advisor Chief Investment Officer VP & Corporate SANPOWER GROUP CHINA-EURASIAN Development Officer, ECONOMIC APAC COOPERATION FUND JOHNSON CONTROL INC. Clarence Kwok Bagrin Angelov Brian Chi Executive Director, Executive Director Managing Director, Asia Pacific Mergers & CHINA INTERNATIONAL Private Equity Acquisitions CAPITAL CORPORATION BLACKSTONE MORGAN STANLEY LIMITED (CICC) 2016 Forum key statistics: 270+ Participants 100+ Corporates 37 Speakers 20 Countries Registration Enquiries: SponsorshipSponsorship Enquiries: Enquiries: Anil Nathani T: +852 2158 9636 DarrylDarryl Mag Mag T: T:+852 +852 3411 2158 4919 9639 E: [email protected] E:E: [email protected] [email protected] Enquiry Co-Sponsors Wi-Fi Sponsor Exhibitors Co-hosted by: Simultaneous translation is available www.chinamergers.net China M&A Forum EDITOR’S VIEWPOINT 2017 [email protected] 19中国企业并购论坛 October 2017 l Four Seasons Hotel Pudong, Shanghai Both same font l 2017年10月19日 上海浦东四季酒店 GLOBAL PERSPECTIVE, LOCAL OPPORTUNITY 全球视野 , 本土机遇 years The China M&A Forum returns to Shanghai this October. Join US$ Within the rules 270+ senior corporate investors, fund managers, M&A全球视野,本土机遇 advisers and book300 before Managing Editor and policy makers from across the globe to discuss the latest SAVE Tim Burroughs (852) 2158 9661 Associate Editor drivers, key opportunities, and most pressing challenges 8 September A HYPOTHETICAL CHECKLIST FOR A be looked upon kindly if they offer exposure Winnie Liu (852) 2158 9663 affecting M&A in and out of China. (THIS FRIDAY) private equity firm working with a Chinese to foreign technology and manufacturing corporate on an outbound acquisition might expertise, help export Chinese production Staff Writer Holden Mann (852) 2158 9646 include some of the following: 1) Pick a partner capacity, contribute to the country’s resources Justin Niessner (852) 2158 9678 Keynote you know well; 2) Target an asset that is relevant and agricultural needs, or play a role in general to the partner’s core business; 3) Make sure that industry upgrades. Design partner has a presence and/or capital overseas Other investments are classified as restricted Edith Leung, Mansfield Hor Shuang Chen so the regulatory approvals process is easier; or prohibited. The former category includes Rana Tang Executive Director and Chief Executive Officer 4) If unable to fulfill the criteria in point three, sectors like real estate, hotels, cinemas, Events establish whether the partner has relationships entertainment, and sports – all of which have George Sengulovski, Jessie Chan, CHINA EVERBRIGHT LIMITED that can be leveraged; 5) Highlight a One Belt, received plentiful Chinese capital in recent years. Jonathon Cohen, Sarah Doyle, One Road (OBOR) angle in any submission that Furthermore, outbound investment funds will be Amelie Poon, Fiona Keung, needs to be made to Chinese regulators; 6) Have restricted if a specific industry project is not cited. Jovial Chung, Early confirmed speakers to attend include: a means of exit. It remains to be seen how widely the net will Marketing CITIC Private Equity has checked the first be cast in bringing supposedly “normal” sectors Agrina Sandri, Priscilla Chu, Michael Weiss Honghui Sun Jay Cheng three boxes with its acquisition of Canada-based under the restricted umbrella, how long the Research Senior Advisor Chief Investment Officer VP & Corporate Therapure Biopharma’s contract development approvals process will be, and what documentary Helen Lee, Herbert Yum, SANPOWER GROUP CHINA-EURASIAN Development Officer, and manufacturing (CDMO) business, which is evidence must be submitted. Kaho Mak, Tim Wong ECONOMIC APAC being executed in conjunction with 3SBio. The While deals involving New York hotels and COOPERATION FUND JOHNSON CONTROL INC. GP has been an investor in 3SBio since 2013. English Premier League football clubs are not off Sales The CDMO asset represents a logical addition to limits, strictly speaking, they will be subject to a Anil Nathani, Ashley Poon, Darryl Mag, Clarence Kwok Bagrin Angelov Brian Chi 3SBio’s business, which it is seeking to make more lot more scrutiny. On the other hand, a logistics Debbie Koo, Wendy Yu, Executive Director, Executive Director Managing Director, international. 3SBio is listed in Hong Kong so its transaction in Southeast Asia would likely Gavin Lam, Pauline Chen Asia Pacific Mergers & CHINA INTERNATIONAL Private Equity capital is not locked in the mainland. CITIC PE also encounter a smoother approvals process – which Acquisitions CAPITAL CORPORATION BLACKSTONE has a way out: the GP can sell its stake to 3SBio on is why some prospective buyers might try and Subscriptions MORGAN STANLEY LIMITED (CICC) pre-agreed terms after four years. play the OBOR card. Karina Ting, Sally Yip Points four and five are therefore less relevant For private equity firms partnering Chinese Publishing Director 2016 Forum key statistics: in this case, but they might be worth considering corporates on outbound deals, typically Allen Lee by other private equity firms backing outbound participating in a minority capacity and providing deals, particularly in the light of new guidance capital and expertise, selection will become a 270+ Participants 100+ Corporates 37 Speakers 20 Countries on overseas M&A released by Chinese regulators. lot more important. They must ask themselves Hong Kong Headquarter The guidance reinforces the existing government whether their partners have the domestic 16th Floor Registration Enquiries: SponsorshipSponsorship Enquiries: Enquiries: policy of cracking down on irrational transactions credibility, the ability to bring capital offshore, and Grand Millennium Plaza – where companies make lavish bets on the executional capabilities to get deals done. 181 Queen’s Road Central Hong Kong Anil Nathani T: +852 2158 9636 DarrylDarryl Mag Mag T: T:+852 +852 3411 2158 4919 9639 assets that have little in common with existing Plenty of transactions currently in the T. (852) 2158 9700 E: [email protected] E:E: [email protected] [email protected] Enquiry operations – as well as offering insights into pipeline may fall through, but at the same time F. (852) 2158 9701 which sectors might be favored. new opportunities will open up – working E. [email protected] URL. avcj.com Co-Sponsors Chinese corporates have committed with corporates on encouraged deals or going $82.5 billion to 226 outbound deals so far this solo elsewhere. A GP with an offshore fund is Beijing Representative Office year, compared to $204.1 billion across 282 not subject to the same restrictions as Chinese Room 77, Level 26, transactions for the whole of 2016, according to groups with renminbi-denominated assets, so it Fortune Financial Center No. 5, Dong San Huan Zhong Road Chaoyang District, Mergermarket. Capital controls remain in place may find there is less competition for deals than Beijing, 100020 China and banks have been warned about supporting before. And they still have scope to leverage T. (86) 10 5869 6203 deals launched by a handful of profligate relationships with Chinese corporates, potentially F. (86) 10 5869 6205 Wi-Fi Sponsor Exhibitors companies, but OBOR deal flow continues to positioning portfolio companies for future trade E. [email protected] increase even as broader M&A activity slows. sales, if and when the regulatory focus shifts. OBOR features prominently in the section The Publisher reserves all rights herein. Reproduction in whole or on “encouraged outbound investments” in the in part is permitted only with the written consent of AVCJ Group Limited. document published last month by the National ISSN 1817-1648 Copyright © 2017 Development & Reform Commission, Ministry of Tim Burroughs Co-hosted by: Commerce, People’s Bank of China, and Ministry Managing Editor of Foreign Affairs. Transactions will also likely Asian Venture Capital Journal Simultaneous translation is available www.chinamergers.net Number 33 | Volume 30 | September 05 2017 | avcj.com 3 NEWS KKR to take control of Alvin Liu, an angel investor and co-founder of AUSTRALASIA Tencent Holdings, has closed its third renminbi- Laser Clinics Australia denominated fund at RMB850 million ($129 Mercury gets go-ahead for KKR has acquired a majority stake in cosmetic million). LPs include Shenzhen Guidance Fund, treatments business Laser Clinics Australia (LCA) SDIC Chuanghe National Venture Capital Fund, healthcare deal at a valuation of A$650 million ($515 million). The Qianhai FoF, Zhenjiang State-Owned Investment Australia-based middle market GP Mercury deal facilitates a partial exit for The Growth Fund. Holding Group, Redbud Capital, and Jingbei Capital has won regulatory approval to acquire Following The Growth Fund’s investment Investment.
Recommended publications
  • Uber Founder and CEO Travis Kalanick RESIGNS
    Uber founder and CEO Travis Kalanick RESIGNS citing 'difficulties in his personal life' just days after going on indefinite leave in the wake of the company's sexual harassment scandal dailymail.co.uk/news/article-4624186/Uber-founder-CEO-Travis-Kalanick-resigns.html 6/21/2017 Uber founder and CEO Travis Kalanick has resigned from the ride-sharing company Uber founder and CEO Travis Kalanick has resigned from the ride-sharing company. The 40-year-old entrepreneur announced he was stepping down at the firm he founded in 2009 deals with a sexual harassment scandal. Uber's board confirmed the move early on Wednesday, saying in a statement that Kalanick is taking time to heal from the death of his mother in a boating accident 'while giving the company room to fully embrace this new chapter in Uber's history.' He will remain on the Uber Technologies Inc. board and keep his shares which are worth billions. In a boardroom showdown, five of Uber's major investors, including Bill Gurley from capital firm Benchmark, demanded that the chief executive resign immediately. They then obtained a letter in which Kalanick announced his resignation, titled: 'Moving Uber Forward.' In a statement, the 40-year-old co-founder said his resignation would help Uber go back to building 'rather than be distracted with another fight,' an apparent reference to efforts on the board to oust him. It was unclear who would replace Kalanick. 'I love Uber more than anything in the world and at this difficult moment in my personal life I have accepted the investors request to step aside so that Uber can go back to building rather than be distracted with another fight,' it read.
    [Show full text]
  • The Uber Board Deliberates: Is Good Governance Worth the Firing of an Entrepreneurial Founder? by BRUCE KOGUT *
    ID#190414 CU242 PUBLISHED ON MAY 13, 2019 The Uber Board Deliberates: Is Good Governance Worth the Firing of an Entrepreneurial Founder? BY BRUCE KOGUT * Introduction Uber Technologies, the privately held ride-sharing service and logistics platform, suffered a series of PR crises during 2017 that culminated in the resignation of Travis Kalanick, cofounder and longtime CEO. Kalanick was an acclaimed entrepreneur, building Uber from its local San Francisco roots to a worldwide enterprise in eight years, but he was also a habitual rule- breaker. 1 In an effort to put the recent past behind the company, the directors of Uber scheduled a board meeting for October 3, 2017, to vote on critical proposals from new CEO Dara Khosrowshahi that were focused essentially on one question: How should Uber be governed now that Kalanick had stepped down as CEO? Under Kalanick, Uber had grown to an estimated $69 billion in value by 2017, though plagued by scandal. The firm was accused of price gouging, false advertising, illegal operations, IP theft, sexual harassment cover-ups, and more.2 As Uber’s legal and PR turmoil increased, Kalanick was forced to resign as CEO, while retaining his directorship position on the nine- member board. His June 2017 resignation was hoped to calm the uproar, but it instead increased investor uncertainty. Some of the firm’s venture capital shareholders (VCs) marked down their Uber holdings by 15% (Vanguard, Principal Financial), while others raised the valuation by 10% (BlackRock).3 To restore Uber’s reputation and stabilize investor confidence, the board in August 2017 unanimously elected Dara Khosrowshahi as Uber’s next CEO.
    [Show full text]
  • Developing the Business Model
    Chap 7 Understanding the Business Model. Dr. Jack M. Wilson Distinguished Professor of Higher Education, Emerging Technologies, and Innovation © 2012 ff -Jack M. Wilson Distinguished Professor Technological Entrepreneurship 7. Business Models 1 Consider the case of Uber • History – Founded in 2009 by Garrett Camp and Travis Kalanick as “UberCab” – Met at LeWeb in Paris, France in 2008, Camp wanted to solve the Taxi problem in San Francisco – Original pitch split the cost of a driver, Mercedes S Class, and a parking spot with an iPhone app – January 2010, service was first tested in New York – Service launched in July 2010 in San Francisco – From May 2011 to February 2012 Uber expanded into Seattle, Boston, New York, Chicago, and Washington D.C. – First international expansion in Paris, France in December 2011 © 2012 ff -Jack M. Wilson Distinguished Professor Technological Entrepreneurship 7. Business Models 2 Founders • Garrett Camp • Travis Kalanick – Graduate from University of – Dropped out of UCLA in 1998, Calgary, Bachelors in Electrical founded Scour Inc. with some Engineering and Masters in classmates Software Engineering – Founder of Scour and Red Swoosh, – Founder of StumbleUpon, a web- peer-to-peer file-sharing companies discovery engine which he sold to – Scour filed for bankruptcy in 2000 to eBay for $75 million in 2007 protect itself from a major lawsuit – Also founded Expa in 2013, A – Served as the CEO at Uber until he startup studio that works to was fired in 2017 after allegations of develop and launch new products inappropriate behavior © 2012 ff -Jack M. Wilson Distinguished Professor Technological Entrepreneurship 7. Business Models 3 Investors in Uber Here is a list of the early investors in Uber • Lowercase Capital • First Round • Menlo • Benchmark • Goldman Sachs • Google Ventures © 2012 ff -Jack M.
    [Show full text]
  • Case 3:17-Cv-05558 Document 1 Filed 09/26/17 Page 1 of 54
    Case 3:17-cv-05558 Document 1 Filed 09/26/17 Page 1 of 54 1 ROBBINS GELLER RUDMAN & DOWD LLP 2 DARREN J. ROBBINS (168593) JASON A. FORGE (181542) 3 LUKE O. BROOKS (212802) ANGEL P. LAU (286196) 4 BRIAN E. COCHRAN (286202) JEFFREY J. STEIN (265268) 5 655 West Broadway, Suite 1900 San Diego, CA 92101 6 Telephone: 619/231-1058 619/231-7423 (fax) 7 [email protected] [email protected] 8 [email protected] [email protected] 9 [email protected] [email protected] 10 – and – SHAWN A. WILLIAMS (213113) 11 Post Montgomery Center One Montgomery Street, Suite 1800 12 San Francisco, CA 94104 Telephone: 415/288-4545 13 415/288-4534 (fax) [email protected] 14 Attorneys for Plaintiff 15 UNITED STATES DISTRICT COURT 16 NORTHERN DISTRICT OF CALIFORNIA 17 IRVING FIREMEN’S RELIEF & ) Case No. 18 RETIREMENT FUND, Individually and on ) Behalf of All Others Similarly Situated, ) CLASS ACTION 19 ) Plaintiff, ) COMPLAINT FOR VIOLATIONS OF 20 ) CALIFORNIA CORPORATIONS CODE vs. ) §§25400 AND 25500 21 ) UBER TECHNOLOGIES INC. and TRAVIS ) 22 KALANICK, ) ) 23 Defendants. ) ) DEMAND FOR JURY TRIAL 24 25 26 27 28 Case 3:17-cv-05558 Document 1 Filed 09/26/17 Page 2 of 54 1 TABLE OF CONTENTS Page 2 NATURE OF THE ACTION ..........................................................................................................1 3 PARTIES .........................................................................................................................................6 4 JURISDICTION AND VENUE ......................................................................................................6
    [Show full text]
  • Crisis Communication Plan Kyle Werner, Olivia Buffington, Sloan Taylor, Lauren Miller
    Crisis Communication Plan Kyle Werner, Olivia Buffington, Sloan Taylor, Lauren Miller Table of Contents Section 1. Crisis Overview 1.1 Crisis Definition………………………………………………………………………..……...3 1.2 Crisis Communication Plan Overview…………...……………………………………….…...3 1.3 Situation Analysis……………………………………………………………………..….…...4 1.4 Crisis Response Guidelines………..……………………………………………………….….6 1.5 Crisis Communication Team Members…………………….……………………………........7 Section 2. Uber Crisis Team Guidelines 2.1 Information Flow Chart…………………………………………………………………….....9 2.2 Fact Sheet……………………………………………………………………………...……..10 2.3 Social Media Plan………………………………………………………………………...….14 2.4 Social Media Sample Posts…………………………………………………………..............15 Section 3. Media Guidelines 3.1 Potential Media Questions........................……………………………………………….......17 3.2 Media Guidelines………………………………………………………….............................22 3.3 Key Media Contacts………………………………………..…………...................................23 Section 4. Crises by Category: 4.1 Challenges………………………………………………........................................................25 4.2 Malevolence………………………………………………….................................................29 4.3 Organizational Misdeeds……………………………………….............................................34 4.4 Workplace Violence………………………………………………….....................................39 Section 5. Sample Media Kit………………………...……………………..……………..........45 Appendix: Forms Incident Report……………...…………………………………………........................................57 Press Conference/Media Sign-in Sheet……………………..…………………………………....59
    [Show full text]
  • Navigating the Crisis Environment: an Analysis of Uber's Communication
    Running head: NAVIGATING THE CRISIS ENVIRONMENT 1 Navigating the Crisis Environment: An Analysis of Uber’s Communication Strategies Cristina Dypiangco Cal State Polytechnic University, Pomona NAVIGATING THE CRISIS ENVIRONMENT 2 Abstract With the rise of the sharing economy, startup companies are revolutionizing how corporate communication messages are implemented. Organizations are now expected to take corporate social responsibility seriously by creating policies and programs that demonstrate their concern to stakeholders. This study provides an analysis of Uber’s communication messages from their Newsroom articles and official press releases to discover how this company navigates various crisis situations. Additionally, it examines how Uber’s innovative culture impacts their responses. A total of 203 Uber Newsroom articles and nine official press releases issued between October 2014 and October 2016 were analyzed to explore the types of communication messages and responses the company displayed and whether a pattern of communication existed. First, I created a timeline of Uber’s potential crises and organized the events by crisis type. Then, I categorized all of the company’s Newsroom articles and press releases. Some of the popular categories included lifestyle, partnerships, and new beginnings. Subsequently, I compared Uber’s crisis situations with communication messages they released before and after the crisis to better understand the company’s response strategies. This study provides insight on how Uber breaks the rules of standard corporate communication by responding to crises in unconventional ways. More specifically, Uber responds to crises indirectly by describing current partnerships and lifestyle activities they implement in hopes of fostering relationships and improving their reputation with stakeholders.
    [Show full text]
  • Weekly Market Watch
    Weekly market watch As at Friday December 27, 2019 Equities Performance Region / Country Index Close Net Change Year-to-date 52-week Asia-Pacific Hong Kong HSI 28,225.42 341.21 9.21% 10.67% India BSE 30 41,575.14 (98.78) 15.27% 15.24% Japan Nikkei 23,837.72 21.09 19.10% 19.10% Singapore STI 3,226.53 19.11 5.14% 5.67% South Korea KOSPI 2,204.21 7.65 7.99% 7.99% Taiwan WSE 12,091.59 132.51 24.30% 24.30% Shanghai COMPOSITE 3,005.04 0.10 20.50% 20.50% Europe France CAC 6,037.39 77.79 27.62% 30.50% Germany DAX 13,337.11 49.28 26.31% 25.42% Italy FTSE MIB 23,757.60 128.73 29.65% 29.14% Russia RTSI 1,549.40 25.63 44.98% 46.64% UK FTSE 100 7,644.90 104.15 13.63% 14.34% Americas Brazil IBOV 116,534.00 2,219.30 32.59% 36.36% Mexico IPC 44,261.51 (387.92) 6.29% 6.87% Nasdaq CCMP 9,006.62 119.40 35.74% 36.89% US S&P 500 3,240.02 34.65 29.25% 30.18% US DOW 28,645.26 268.30 22.80% 23.80% Bonds Yield Close Week ago Month ago Year ago 10 Year Gilt 0.7550 0.7820 0.6750 1.3090 10 Year OAT 0.0490 0.0520 -0.0580 0.6950 10 Year Bund -0.2560 -0.2520 -0.3720 0.2310 10 Year Japan 0.0000 0.0140 -0.1080 0.0260 10 Year Treasuries 1.8752 1.9171 1.7654 2.7666 Base lending rates Prime Rates Latest 6 months ago 12 months ago US 4.75 5.50 5.50 Canada 3.95 3.95 3.95 Japan 1.48 1.48 1.48 Britain 0.75 0.75 0.75 ECB 0.00 0.00 0.00 Switzerland 0.50 0.50 0.50 Australia 0.75 1.25 1.50 Hong Kong 5.38 5.38 5.38 % change is for indication only; local currency except where stated.
    [Show full text]
  • Value Creation – As Seen from Asia and Ride-Sharing
    Source: volvocars.com Value Creation – as seen from Asia and Ride-sharing Capstone Thesis for INSEAD Executive Masters in Finance (EMFIN) programme Written by: Jonathan Siew, EMFIN19F Faculty Advisor: Senior Affiliate Professor Claudia Zeisberger i Executive Summary The purpose of this study is to understand Value Creation from the perspectives of selected technology sectors and Asia. I have approached this study by taking a global view first, before zooming in to Asia. This will serve as a backdrop and be followed by exploring the value creation definition and understanding how this could play out within venture-backed growth companies in Transportation (Ride-sharing) through Uber and Grab. I will then conclude this study with some reflections on value creation based on these cases. Acknowledgements I would like to acknowledge the guidance and support given by my faculty advisor Professor Claudia Zeisberger in defining the problem and sharpening the scope and ideas. I would also like to acknowledge my family that has patiently supported me in preparing this Capstone thesis and completing the INSEAD Executive Master in Finance. ii Content Page Section Page Executive Summary Iii Acknowledgements Iii Introduction - The Landscape as we see it 1 Defining Value and Determining Value Creation (for Digital) 9 On Uber 15 On Grab 26 Reflections and Conclusions 33 Appendix 35 References 48 iii Introduction - The Landscape as we see it “Someone is sitting in the shade today because someone planted a tree a long time ago.” - Warren Buffett These are interesting times, where innovation and change is accelerating in the business world, and technology permeates our lives and societies.
    [Show full text]
  • Management 292 – Understanding Uber's Organizational Culture
    Vancouver Island University Understanding UBER’s Organizational Culture Management 292 - S19N02 Prepared for Professor Paul Cleaver Scheduled Due Date: April 2, 2019 Greg Moynan - 578650491 Maddi Pierce - 655466514 Erik Johannsen - 656666492 Geoffrey McKinnon- 655779726 Corina George - 528279748 Running Head: Understanding UBER’s Organizational Culture Table of Contents Table of Contents 1 Executive Summary 2 Introduction 3 What is Organizational Culture? 3 Uber’s Organizational Culture 4 Negative Results of Uber’s Culture 5 Changing a Toxic Culture 7 References 10 1 Running Head: Understanding UBER’s Organizational Culture Executive Summary In this report, we will discuss the toxic organizational culture that Uber has created through poor management choices and aggressive competition that formed upon its rapid company growth. The result of this lead to media turmoil, employee disfunction, and competitiveness which destroyed the company’s positive organizational culture and values. 2 Running Head: Understanding UBER’s Organizational Culture Introduction Uber is a networking company that links people to forms of on-demand transportation such as: food delivery (called, “Uber Eats”), taxiing services, employee transport, and peer-to-peer ridesharing ("About Uber - Our Story - Vision for Our Future | Uber", 2019). There are over 100 million active, worldwide users of the company, which generates over 69% of the United States market share. Uber’s app connects the driver with the “rider” after initiating/entering a destination. The app screen will display wait time, price, closest pickup location, and car sizes when a rider inputs a request. What is Organizational Culture? Organizational Culture is the set of values, beliefs, and behaviours that contribute to the unique psychological and social “personality” of an organization (Nelson et al., 2015).
    [Show full text]
  • Cheng Wei Has China's Didi Chuxing in the Car-Hailing Fast Lane
    FORBES ASIA BUSINESSMAN OF THE YEAR VanquishinBackseag and consolidating rivals,t attractin Driveg key allies andr financing , Cheng Wei has China's Didi Chuxing in the car-hailing fast lane. i i BY YUE WANG 1 66 I FORBES ASIA DECEMBER 2016 relentless advance. After burning through billions of dollars in an attempt to subdue its Chinese rival, Uber admitted defeat In August Kalanick sold the company's China unit to Didi for $1 billion in cash, along with an 18% ownership stake in the combined entity, which is valued at $35 billion. Cheng and Kalanick have joined each other's boards, with• out voting rights. The victory culminates Didi's rapid rise, achieved on the streets as well as in executive suites. Under Cheng the company attracted 300 million users in 400 Chinese cities in just four years. The service, which lets consumers digi• tally hail and pay for taxis, private cars, limousines and commuter buses, commands 85% of China's ride-sharing market, which Beijing research firm Analysys Interna• tional estimates will reach 122 billion yuan ($17.7 billion) by end of this year and 286 billion yuan in 2018. (Uber had 10% before quitting the country.) For Cheng's role as operator and consolidator, he is FORBES ASIA'S 2016 Businessman of the Year. Cheng seems to genuinely admire his vanquished rival. He says Uber was more nimble and invested in China than Western technologists tend to be. Kalanick, who spent one in five days in the country last year, did what Uber had never done before or since: He set up a separate China entity and brought in local investors that included search engine giant Baidu and the state-controlled Guangzhou Automobile Group in an effort to help Uber avoid some of the restrictions foreign companies face.
    [Show full text]
  • For- Profit President
    FOR- PROFIT PRESIDENT The First 100 Days of Donald Trump’s Presidency: Enriching His Private Business, Carrying Out a Corporate Takeover and Putting Profits Before People May 3, 2017 By Rick Claypool, Research Director for Public Citizen’s President’s Office About Public Citizen Public Citizen is a national non-profit organization with more than 400,000 members and supporters. We represent consumer interests through lobbying, litigation, administrative advocacy, research, and public education on a broad range of issues including consumer rights in the marketplace, product safety, financial regulation, worker safety, safe and affordable health care, campaign finance reform and government ethics, fair trade, climate change, and corporate and government accountability. Public Citizen 1600 20th St. NW Washington, D.C. 20009 P: 202-588-1000 http://www.citizen.org © 2017 Public Citizen. 1 INTRODUCTION From day one, President Trump has used his position to expand and enrich his private businesses, lead an unprecedented corporate takeover by installing CEOs and corporate cronies at the highest levels of government and advance policies the prioritize expanding Big Business profits at the expense of the public interest. Much of what happened over the course of Trump’s first 100 days in office was presaged by his transition, which was characterized by a rapid influx of corporate- connected staff who were made responsible for transferring power to the incoming administration.1 The transition staff members were soon upstaged by Trump’s cabinet nominees, a selection of CEOs and corporate-backed Republican officials who constitute an unprecedented corporate cabinet.2 And while plans for dramatic cuts to federal programs3 and high-level meetings with corporate executives regarding business matters before the government4 were going on before Trump took the oath of office, the true depth of the administration’s unswerving commitment to an especially savage version of corporate capitalism is now, as we approach the first 100 days under the Trump administration, utterly clear.
    [Show full text]
  • Expedia Chief Dara Khosrowshahi Named to Lead Uber: Report 28 August 2017
    Expedia chief Dara Khosrowshahi named to lead Uber: report 28 August 2017 "I have decided not to pursue a leadership position at Uber," Immelt said on Twitter, without explaining his reasons. "I have immense respect for the company & founders." The Wall Street Journal reported that Immelt had opted not to pursue the CEO post after "observing disorder and divisions among different factions of Uber's board," according to an unnamed source familiar with the matter. Other sources close to the search process said the 61-year-old Immelt—who left General Electric on August 1 after 16 years at the helm—did not have the votes to win and thus "saved face" by publicly Expedia CEO Dara Khosrowshahi has reportedly been bowing out, the newspaper said. tapped to lead Uber Uber has been without a boss since June when Kalanick resigned, yielding to pressure from investors seeking to clean up a toxic corporate Expedia chief Dara Khosrowshahi has been culture at the fast-growing company he created in chosen to replace ousted Travis Kalanick as the 2009. next CEO at Uber, The New York Times reported Sunday, as the ride-hailing giant looks to move The San Francisco-based firm has been roiled by past a rough patch. disturbing reports of a cutthroat workplace culture, harassment, discrimination and questionable Khosrowshahi emerged as the leader among three business tactics to thwart rivals. finalists for the job during company board meetings over the weekend, the Times reported, citing two The pressure mounted earlier this month when people familiar with the decision. early Uber investor Benchmark Capital filed suit against Kalanick, accusing him of fraud, breach of Uber spokespeople were not immediately available contract and of plotting to manipulate the board of for comment.
    [Show full text]