Get Uber Com to Avail This Offer
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Food Delivery Brands Head-To-Head the Ordering Operation
FOOD DELIVERY BRANDS HEAD-TO-HEAD THE ORDERING OPERATION Market context: The UAE has a well-established tradition of getting everything delivered to your doorstep or to your car at the curb. So in some ways, the explosion of food delivery brands seems almost natural. But with Foodora’s recent exit from the UAE, the acquisition of Talabat by Rocket Internet, and the acquisition of Foodonclick and 24h by FoodPanda, it seemed the time was ripe to put the food delivery brands to the test. Our challenge: We compared six food delivery brands in Dubai to find the most rewarding, hassle-free ordering experience. Our approach: To evaluate the complete customer experience, we created a thorough checklist covering every facet of the service – from signing up, creating accounts, and setting up delivery addresses to testing the mobile functionality. As a control sample, we first ordered from the same restaurant (Maple Leaf, an office favorite) using all six services to get a taste for how each brand handled the same order. Then we repeated the exercise, this time ordering from different restaurants to assess the ease of discovering new places and customizing orders. To control for other variables, we placed all our orders on weekdays at 1pm. THE JUDGING PANEL 2 THE COMPETITIVE SET UAE LAUNCH OTHER MARKETS SERVED 2011 Middle East, Europe 2015 12 countries, including Hong Kong, the UK, Germany 2011 UAE only 2010 Turkey, Lebanon, Qatar 2012 GCC, including Bahrain, Kuwait, Qatar, Saudi Arabia 2015 17 countries, including India, the USA, the UK THE REVIEW CRITERIA: • Attraction: Looks at the overall design, tone of voice, community engagement, and branding. -
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. -
2020 ESG Report
ESG Report 20202020 An environmental, social, and governanceESG report for investors Report ESG Report 2020 - DRAFT - Company Confidential 1 We are proud to share Uber’s 2020 ESG Report, which highlights our perspective on the environmental, social, and governance (ESG) issues that matter most to our business and our stakeholders—including platform users (drivers, delivery people, merchants, and consumers), employees, cities, regulators, and investors. The report is intended to provide a high-level overview of Uber’s views on, approach to, and performance on key ESG issues. Additional content regarding these issues, and more, can be found on Uber.com. Data is as of December 31, 2019, unless otherwise noted. Narrative may cover material through August 31, 2020. ESG Report 2020 - DRAFT - Company Confidential 2 Table of contents Uber’s purpose 4 Our cultural norms 5 Letter from our CEO 6 Our business 7 About this report 9 Oversight of ESG at Uber 11 Integrity and trust 17 User safety 24 COVID-19 response 27 Driver and delivery person well-being 32 Diversity, inclusion, and culture 35 Local impact 43 Climate change 47 Performance data 53 Notes from performance data 62 Terms used in this report 65 Indexing 67 ESG Report 2020 3 Uber’s Purpose Why we exist To reimagine the way the world moves for the better What we do Make real life easier to navigate for everyone Who we are Fearless optimists: crazy enough to believe, tenacious enough to make it happen ESG Report 2020 4 Our cultural norms Our 8 cultural norms reflect who we are and where we’re going. -
The Ridesharing Revolution: Economic Survey and Synthesis
The Ridesharing Revolution: Economic Survey and Synthesis Robert Hahn and Robert Metcalfe* January 10, 2017 Paper prepared for Oxford University Press Volume IV: More Equal by Design: Economic design responses to inequality. Eds. Scott Duke Kominers and Alex Teytelboym. Abstract Digital ridesharing platforms, such as Uber and Lyft, are part of a broader suite of innovations that constitute what is sometimes referred to as the sharing economy. In this essay, we provide an overview of current research on the economic efficiency and equity characteristics of ridesharing platforms, and provide a research agenda that includes an examination of the natural evolution toward driverless cars. We have three main findings: first, relatively little is known about either the equity and efficiency properties of ridesharing platforms, but this is likely to change as companies and researchers focus on these issues. Second, we may be able to learn something about the likely diffusion and benefits of these technologies from experience with other policies and technologies. Third, while we believe these platforms will do substantially more good than harm, the measurement, distribution, and size of the gains from these technologies requires further research. * Robert Hahn is professor and director of economics at the Smith School at the University of Oxford, a non-resident senior fellow at Brookings, and a senior fellow at the Georgetown Center for Business and Public Policy. Robert Metcalfe is Postdoctoral Research Scholar in Economics at the University of Chicago. We would like to thank Ted Gayer, Jonathan Hall, Scott Kominers, Jonathan Meer, Alex Teytelboym, Scott Wallsten, and Cliff Winston for helpful comments and Julia Schmitz, Brian Campbell and Samantha van Urk for excellent research assistance. -
Uber Technologies Inc.: Managing Opportunities and Challenges
Center for Ethical Organizational Cultures Auburn University http://harbert.auburn.edu Uber Technologies Inc.: Managing Opportunities and Challenges INTRODUCTION Uber Technologies Inc. (Uber) is a tech startup that provides ride sharing services by facilitating a connection between independent contractors (drivers) and riders with the use of an app. Uber has expanded its operations to 58 countries around the world and is valued at around $41 billion. Because its services costs less than taking a traditional taxi, in the few years it has been in business Uber and similar ride sharing services have upended the taxi industry. The company has experienced resounding success and is looking toward expansion both internationally and within the United States. However, Uber’s rapid success is creating challenges in the form of legal and regulatory, social , and technical obstacles. The taxi industry, for instance, is arguing that Uber has an unfair advantage because it does not face the same licensing requirements as they do. Others accuse Uber of not vetting their drivers, creating potentially unsafe situations. An accusation of rape in India has brought this issue of safety to the forefront. Some major cities are banning ride sharing services like Uber because of these various concerns. Additionally, Uber has faced various lawsuits, including a lawsuit filed against them by its independent contractors. Its presence in the market has influenced lawmakers to draft new re gulations to govern this “app-driven” ride sharing system. Legislation can often hinder a company’s expansion opportunities because of the resources it must expend to comply with regulatory requirements. Uber has been highly praised for giving independent contractors an opportunity to earn money as long as they have a car while also offering convenient ways for consumers to get around at lower costs. -
Chinese Investments in India
CHINESE INVESTMENTS IN INDIA Amit Bhandari, Fellow, Energy & Environment Studies Programme, Blaise Fernandes, Board Member, Gateway House and President & CEO, The Indian Music Industry & Aashna Agarwal, Former Researcher Report No. 3, Map No. 10 | February 2020 Disclaimer: While every effort has been made to ensure that data is accurate and reliable, these maps are conceptual and in no way claim to reflect geopolitical boundaries that may be disputed. Gateway House is not liable for any loss or damage whatsoever arising out of, or in connection with the use of, or reliance on any of the information from these maps. Published by Gateway House: Indian Council on Global Relations 3rd floor, Cecil Court, M.K.Bhushan Marg, Next to Regal Cinema, Colaba, Mumbai 400 039 T: +91 22 22023371 E: [email protected] W: www.gatewayhouse.in Gateway House: Indian Council on Global Relations is a foreign policy think tank in Mumbai, India, established to engage India’s leading corporations and individuals in debate and scholarship on India’s foreign policy and the nation’s role in global affairs. Gateway House is independent, non-partisan and membership-based. Editors: Manjeet Kripalani & Nandini Bhaskaran Cover Design & Map Visualisation: Debarpan Das Layout: Debarpan Das All rights reserved. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form or by any means (electronic, mechanical, photocopying, recording or otherwise), without prior written permission of the publisher. © Copyright 2020, Gateway House: Indian Council on Global Relations. Methodology Our preliminary research indicated that the focus of Chinese investments in India is in the start-up space. -
Platform Economy December, 2018
The rise of the platform economy December, 2018 The rise of the platform economy The platform economy poses significant questions, challenges and opportunities for society, the labour market and organisations The world is going through a new economic revolution, disrupting the economy, businesses, labour markets and our daily lives in a way not seen since the industrial revolution. Driven by technological innovations and increased online connectivity, the role of digital labour market matching is rising. At the heart of this change is the rise of the platform economy1. Workers are finding work through online outsourcing platforms and apps in this so called platform economy. While the gig economy has been talked about for years, the rise of the economy through digital platforms is relatively new. As the platform economy evolves, there are both new opportunities as well as new challenges that arise with heightened complexity. This article explores some of the challenges and future questions related to the rise of the platform economy for both society and organisations tapping into the platform economy. 1 Kenney & Zysman, 2016: 64 What is the platform economy? An increasing number of businesses are starting to adopt the platform business model and its digital strategies in order to remain competitive. Companies such as Airbnb, Uber, Amazon, Google, Salesforce and Facebook are creating online networks that facilitate digital interactions between people. There is a large variation between the function and type of digital platforms available in today’s marketplace, ranging from platforms providing services (e.g., Uber and Airbnb), to products (e.g. Amazon and eBay), to payments (e.g., Square, PayPal), to software development (e.g., Apple, Salesforce) and many more. -
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. -
New Strategies for the Platform Economy
SPECIAL COLLECTION STRATEGY New Strategies for the Platform Economy To reap the rewards and avoid the risks, companies exploring a platform business model must look carefully at their partnerships and growth strategy. Brought to you by: SPRING 2021 NEW STRATEGIES FOR THE PLATFORM ECONOMY SPECIAL REPORT 1 9 17 Competing on How Healthy Is Your Platform Scaling, Platforms Business Ecosystem? Fast and Slow THE DOMINANT DIGITAL PLATFORMS are now among the world’s most phases. At each stage, there are specific early valuable — and most powerful — companies, leaving a huge swath of organizations forced indicators to look for that point to potential to play by their rules. In this new competitive environment, businesses need new ways to failure. Tracking the appropriate metrics gain advantage despite platforms’ constraints and market clout. And businesses seeking to for each stage and being alert to red flags create successful platform ecosystems find that while the rewards can be great, the helps businesses pivot to a new approach or likelihood of failure is high. This special report examines the challenges faced by both limit their losses. platform owners and participants. Platforms aiming for market dominance have typically prioritized rapid growth. The asymmetries in power and infor- attention from U.S. and European regulators, However, Max Büge and Pinar Ozcan have mation between platform owners and the whose scrutiny of dominant platforms’ found that scaling quickly is not the right businesses reliant on them have implications practices may lead to shifts in the prevailing strategy in all circumstances: Pursuing fast for the traditional levers of competitive balance of power. -
Food Delivery Platforms: Will They Eat the Restaurant Industry's Lunch?
Food Delivery Platforms: Will they eat the restaurant industry’s lunch? On-demand food delivery platforms have exploded in popularity across both the emerging and developed world. For those restaurant businesses which successfully cater to at-home consumers, delivery has the potential to be a highly valuable source of incremental revenues, albeit typically at a lower margin. Over the longer term, the concentration of customer demand through the dominant ordering platforms raises concerns over the bargaining power of these platforms, their singular control of customer data, and even their potential for vertical integration. Nonetheless, we believe that restaurant businesses have no choice but to embrace this high-growth channel whilst working towards the ideal long-term solution of in-house digital ordering capabilities. Contents Introduction: the rise of food delivery platforms ........................................................................... 2 Opportunities for Chained Restaurant Companies ........................................................................ 6 Threats to Restaurant Operators .................................................................................................... 8 A suggested playbook for QSR businesses ................................................................................... 10 The Arisaig Approach .................................................................................................................... 13 Disclaimer .................................................................................................................................... -
How Uber Won the Rideshare Wars and What Comes Next
2/18/2020 How Uber Won The Rideshare Wars and What Comes Next CUSTOMER EXPERIENCE | HOW UBER WON THE RIDESHARE WARS AND WHAT COMES NEXT How Uber Won The Rideshare Wars and What Comes Next How Uber won the first phase of the rideshare war and how cabs, competitors, and car companies are battling back. BY ELYSE DUPRE — AUGUST 29, 2016 VIEW GALLERY https://www.dmnews.com/customer-experience/article/13035536/how-uber-won-the-rideshare-wars-and-what-comes-next 1/18 2/18/2020 How Uber Won The Rideshare Wars and What Comes Next View Gallery In 2011, two University of Michigan alums Adrian Fortino and Jahan Khanna partnered with venture capitalist Sunil Paul to revolutionize how people got from point A to point B quickly without having to do much. The company was Sidecar, and the idea was simple: “We're going to replace your car with your iPhone,” Fortino explains. Sidecar did not lack competition. Around this time, the taxi industry was experimenting with new ways to make it easier for individuals to summon cars. And entrepreneurs, frustrated with wait times, imagined new ways to hire someone to drive them around. Multiple companies formed to solve this need, including one that is now considered a global powerhouse: Uber. By the time Sidecar went into beta testing in February 2012, Uber, or UberCab as it was originally known when it was founded in 2009, had raised at least $37.5 million at a $330 million post-money valuation, according to VentureBeat. Lyft followed shortly after when it went into beta in mid 2012, boasting more than $7 million in funding, according to TechCrunch's figures. -
2020 Annual Funding Report
1 Acknowledgements YourStory Research, the research arm of YourStory Media, is the definitive source for data-led insights and analysis of trends impacting the Indian entrepreneurial and tech ecosystem. YourStory Research focuses on market research, market intelligence, startup discovery, and consulting in the startup ecosystem in India. YourStory Media Private Limited is India’s leading digital platform for positive, inspirational stories of change makers and entrepreneurs across India. ©YourStory Media Private Ltd. Produced by YourStory Research Lead Analyst(s): Meha Agarwal, Naga Nagaraju Contributor(s): Sohini Mitter, Aparajita Saxena Edited by: Lena Saha, Saheli Sen Gupta, Tenzin Pema Design: Aditya Ranade, Karuna N Production: YourStory Editorial and Design Website: research.yourstory.com Email: [email protected] 2 CONTENTS 04 Foreword 05 Key Takeaways 06 State of Indian Startup Funding 2020: A Snapshot 08 11 Startup Trends That Defined 2020 10 Pivot & Persist - The Survival Strategy of 2020 14 M&As and Tech IPOs in 2020 17 Investor Landscape in 2020 • Top international investors • Top Indian investors • Top angel investors • Top active investors in women-led startups 19 Inside the Ecosystem (2015-2020) • 11 Key Insights from Data Analysis • Key Facts & Figures • Startup Landscape • Tier-I Landscape • Tier-II Landscape • Business Model-Wise Distribution • Top 10 Companies with the Highest Funding • Sectoral Landscape - Edtech: The sector which ruled investors’ hearts in 2020 - Ecommerce: Are investors sceptical about this sector now? - Other key sectors on investors’ radar in 2020 38 2020 - A Year of Unicorns and Valuation Correction 41 Outlook 2021 3 Foreword The start of 2020 was unprecedented, with the uncertainty around enough to stir trepidation across the nation.