2

Executive Summary

The rideshare industry is growing fast with technology innovation and is likely to

shift towards autonomous rideshare and fully electric fleets in the near future. This report

focuses on the global rideshare industry and takes a deeper look at the function of Uber

Technologies Inc. along with its competitors, primarily Lyft and Just Eat Takeaway, a

parent company of Skip the Dishes.

With inflation on the rise, rideshare is becoming more popular as a substitution for

private vehicle ownership, and other transportation options. This is especially positive for

Uber as it is the leading rideshare platform in the industry with the largest global market.

Uber currently offers a variety of services, with rideshare and delivery as its main business

focus. Overall, Uber is ahead of its competitors in terms of cost of goods sold, as well as

employee compensation. Uber’s cost of goods sold is on the rise and nearly doubled

between 2021 and 2022 (macrotrends, 2022). With a $400 million investment into its

partnership with Aurora, Uber plans to continue its efforts in its differentiation strategy by

owning the greatest market share and offering autonomous rideshare options.

This report analyzes Uber’s external and internal environments, along with the

company’s strengths, weaknesses, opportunities and threats, and its industrial

competition. In addition, this report concludes with preliminary strategies for the

company’s considerations when planning for the future.

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Table of Contents

Firm Overview and Industry Definition 4

External Environment Analysis 5
Macro Environment Analysis 5
Demographic Segment 5
Economic Segment 10
Political/Legal Segment 13
Socio-cultural Environment 19
Technological Segment 21
Summary of Macro Environment Analysis 23
Industrial Competition Analysis: Porter's Five Forces Analysis 24
Competitive Rivalry (-/+) 25
Supplier Power (+) 27
Buyer Power (-/+) 28
Threat of Substitution (-/+) 28
Threat of New Entry (+) 29
Major Competitor Analysis 32
Lyft Marketing Position and Strategies 32
Lyft Initiatives 33
Skip the Dishes Marketing Position and Strategies 34
Skip the Dishes Initiatives 36
Summary and Takeaways 37
Summary of Opportunities and Threats 39
Threats 39
Opportunities 40
Internal Organization Analysis 42
Company Vision and Mission 42
Mission 42
Vision 42
Value Chain Analysis - Primary Activities 43
Supply Chain Management 43
Operations 48
Distribution 52
Marketing 55
Customer Service 58
Value Chain Analysis - Support Activities 62
Finance 62
Human Resources Management 65
Management/Technology Information Systems 68
Leadership Structure 71
Summary of Strengths and Weaknesses 73
SWOT Table Summary 76
Strategic Recommendations 77
Business Level Strategy Recommendations 77
Corporate Level Strategy Recommendations 86
Ranking Matrix 92
Conclusion/Limitations 93
References 99
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Firm Overview and Industry Definition

Firm Overview:

Uber is a transportation company founded in 2009, by Travis Kalanick and Garrett

Camp (Uber Newsroom, 2022). Uber’s services can be accessed through their mobile

app by anyone with a smartphone. Users can request a ride or delivery directly through

their app to the location of their choosing. A driver will subsequently pick up the passenger

and drop them off at the desired location. Uber is a pioneer within the rideshare industry

and has therefore emerged as one of the largest rideshare platforms in the world

operating in over 70 countries (Uber, 2022) with 93 million users and 3.5 million drivers

(Dean, 2021). Additionally, Uber’s market capitalization as of 2022 has reached $55.5

billion (YahooFinance, 2022) and has captured up to 71% of the rideshare market in the

United States (Flynn, 2022). Making use of the existing technology in place, Uber has

also expanded into the delivery and freight business with services such as Uber eats

which delivers food to users from restaurants partnered with the company, and Uber

freights which matches shippers with freight operators to fulfill their shipping needs (Uber,

2022).

Industry Overview:

The rideshare industry provides transportation services mainly through individuals

with privately owned vehicles. Rideshare companies for the most part operate through

the use of mobile app technology, which allows users to schedule, track, and pay for a

trip directly under one platform. As of 2021, the industry was worth 84.30 billion USD, and

is expected to grow to 242.73 billion USD by 2028 (Fortune Business Insights, 2021). The
 5

top companies within the ridesharing industry include Uber, Lyft, Didi, Ola, and Gojek

(Fortune Business Insights, 2022). Apart from Uber and Lyft which are headquartered in

the United States, the remaining companies are founded and headquartered in different

countries around the world which include China, India, and Indonesia (Fortune Business

Insights, 2022). The geographic diversity of these companies demonstrates the global

impact of the rideshare industry for the transportation needs of individuals.

External Environmental Analysis

Macro Environment Analysis

Demographic Segment

Geographic Distribution

Uber was the first major ridesharing platform that was made available to the public.

Established in San Francisco, California in March 2009 as a private company (Lamar,

2022). Following its success, multiple ride-sharing platforms have been developed around

the world giving rise to the ridesharing industry as we know it today. Ridesharing is most

popular in countries that contain within them large urban centers (Flynn, 2022). North

America accounts for the largest market share by region for the industry as of 2020 worth

over $35 billion USD (Fortune Business Insights, 2020). This dominance is fueled by the

investments by ridesharing companies into electric vehicles and new technologies,

allowing for greater growth within the region (Fortune Business Insights, 2020).

Furthermore, the rideshare industry primarily operates within urban areas. In a

Pew Research Report, it was found that urban Americans are twice as likely to use ride-

sharing apps versus the rural populations (Shrikant, 2019). Urban areas constitute the

majority of the business for the ride-sharing industry as it offers a large customer base
 6

with typically higher income individuals, higher availability of drivers, and a necessity for

the residents to travel frequently within the cities for work, school, or leisure.

The geographic distribution of rideshare users is an important factor for the

industry in terms of strategic planning, as an understanding of where the majority of

revenue is obtained from provides a rationale for the industry to prioritize areas that are

most profitable. In addition, the geographic distribution also provides the rideshare

industry with the opportunity to closely examine opportunities for the expansion of the

business itself. The industry can also identify potential partnerships with local community

organizations that complements their business model and strategic goals.

Population Size

The ride-sharing industry is used widely within the largest countries of the world.

As the ridesharing industry has proliferated throughout the world, a sizable portion of the

world population is utilizing the services of the industry. China is the largest country in

terms of population and has the highest penetration of rideshare usage among its

populace with 44% of the residents utilizing the service (Flynn, 2022). Other large

countries such as Russia, the United States, and Brazil also have a sizable portion of

their population utilizing rideshare services as referenced in Figure 1.0. These figures

provide a snapshot of the size and scale of the industry, an industry which has become

entrenched in the lives of millions around the world for their everyday commuting needs.
 7

Figure 1.0

(Flynn, 2022)

Furthermore, by 2028 the world population is projected to grow to 8.4 billion, growing at

an average rate of 1 percent per year (Worldometer, 2022). In contrast, the growth trend

of the ride-share industry is projected to increase by 16.3% between 2021 to 2028

(Fortune Business Insights, 2021). This indicates, the ride-share industry is still in a

growth phase as a large proportion of the world's population has not adopted ride-share

services. As of 2021, the ride-share services were used by only 540 million people in

comparison to the current global population (Stasha, 2022). Therefore, the industry is

currently not affected by this low rate of population growth, and it can sustain its growth

for the foreseeable future.

Age structure

In addition to population size, it is important to consider the age of the users and

the drivers of the rideshare industry. Most recent information found in 2022 indicated that

the majority of users were between the age of eighteen and twenty-nine, with at least
 8

51% utilizing the services. In addition, the second largest group with usage of 43% falls

between the age of thirty and forty-nine, and lastly, only 24% of the fifty-plus age group

have used ride-sharing platforms (Flynn, 2022). In contrast, the majority of the ride-share

drivers are between the ages of thirty years to sixty plus with only 6% below thirty (Lemar,

2022). The data suggests that rideshare services resonate more with a younger

demographic, in contrast the ride-share drivers comprise of an older demographic. This

can be due to a multitude of factors. One factor is the inclination and adoption of younger

individuals towards newer technology, while older individuals might still be more

comfortable with taxi services and public transport for their needs. Another factor would

be that private car ownership among the 18–34-year age group is one of the lowest

accountings for only 3.65% of car owners in the United States, thus amplifying the need

for older drivers to run ride-hailing services (Statista, 2022).

Furthermore, given that the world's population is aging, it is predicted that the

number of people aged 60 and older will double, and people aged 80 and older will triple,

between 2020 and 2050. (World Health Organization, 2022). This trend may have a

negative impact on the ride-sharing industry because if the majority of services are used

by a younger demographic and the majority of services are run by an older demographic,

an imbalance will result from a decrease in younger users and an increase in older drivers,

creating more competition between drivers and forcing companies to lower prices to

attract the similar volume of users. Moreover, as the world's population ages, ride-sharing

services must consider alternatives and tailor their services to better meet the needs of

all age groups, including both riders and drivers. As a result, in the future, ridesharing
 9

usage among the general populace will most likely rise amongst all age groups, with the

most dramatic rise occurring in older populations.

Figure 1.1

(Flynn, 2022)

Figure 1.2

(Statista, 2022)
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Economic Segment

Inflation

The chart in Figure 1.3 below indicates projected global inflation rates between

2017 and 2027 (Statista, 2022). The high inflation rate in 2022 resulted in both positive

and negative outcomes for the ride-share industry. As the cost of living increased

significantly between 2021 and 2022, rideshare companies have acquired new drivers

and delivery people, these individuals are attempting to supplement their income by

working additional “gig” oriented jobs that provide flexibility to their earning potential

(Vynck, Siddiqui, Tiku, 2022). Executives within the industry stated that adverse economic

pressures provide an upside for their companies (Vynck et al., 2022). This is primarily

due to the fact that the rideshare industry is heavily reliant on independent drivers. With

more drivers joining these companies, service levels for the consumer will increase as

there is greater availability of drivers to perform the work.

Figure 1.3

(Statista, 2022)
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While inflation has caused the industry to grow, and companies to acquire

additional workers. The drivers working for these companies are negatively affected by

rising inflation. The primary reason is the additional costs of fuel, maintenance, and cost

of living (Vynck et al., 2022). While these costs have risen, driver wages have either

stagnated or if they have risen, the wage increase is still lower than the inflation rate

(Vynck et al., 2022). This means although the drivers may be earning a similar amount

as they had been previously, their real purchasing power has been negatively affected

due to the inflation cutting into their earnings. Additionally, an increase in drivers has

brought about more competition between the drivers themselves as they are competing

overrides and delivery requests which have not risen at the same pace as the number of

drivers joining the industry (Vynck et al., 2022). Similarly, the additional increase in costs

of fuel, maintenance, and cost of living, also heavily impacts the riders as many ride-share

companies had to increase their service prices. For example, the cost of uber had

increased 92% between 2018 to 2021 due to high inflation rates, as figure 1.4 clearly

shows the rapid increase in per-mile charge in the US throughout the 2018 to 2021 period

(Silva, 2022).

Figure 1.4
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` (Silva, 2022)

Overall, inflation has been positive for the rideshare industry due to the increased number

of drivers allowing for more efficient service for its consumer, however, for the drivers and

riders themselves inflation has more negative consequences. In the long term, drivers

and riders have to constantly deal with the pressure of inflation and stagnant wages

encouraging them to choose alternate paths of income and or transportation. This may

cause the rideshare industry to eventually lose drivers in the long term if driver grievances

are not addressed, and lose riders if prices are not kept reasonable.

Personal Savings Rate

The personal savings rate of consumers plays an important role in the success of

Uber as demonstrated during the Covid 19 pandemic. As Covid 19 led to job loss or an

extensive amount of time off for many, income supplements showed a rise in household

incomes. The Bank of Canada reported a decrease in spending resulting in many

households saving significantly more than they typically do (Schembri, 2021). Household

savings in the United States also rose drastically from 7.2% of personal income in

December 2019, to savings of 33.7% by April 2020 (Babson, 2021). This increase in

savings translated into additional disposable income for many, which translated to the

rise of revenue through delivery services for ride-share companies (Sumagaysay, 2020).

However, the personal savings rate has projected to decrease post pandemic as currently

in 2022 the personal savings rate has decreased down to 5% since its peak in 2020 (ABA

Banking Journal, 2022). The savings rate is expected to continue to decrease as the

economy moves towards a recession. Therefore, the impact this will have on the ride-
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share industry is a decrease in revenue and profit as consumers will have less funds

available for discretionary spending and thus may avoid utilizing services by ride sharing

companies in order to remain financially stable.

Political Segment

Political Roadblocks

Government legislation has an impact on how rideshare companies can conduct

their business in different jurisdictions, these include different countries, provinces/states,

and cities. As rideshare companies typically do not have to comply with driver

requirements and regulations imposed on the taxi industry, they face backlash from not

only the taxi industry but also from governments of the jurisdictions they wish to operate

in (Posen, 2016). Depending on the public and media opinion, politicians and

policymakers have intervened and used legislation to either regulate and allow the

business to operate or put severe restrictions on the rideshare companies to protect the

consumer and uphold their transportation laws (Zee Media Bureau, 2022). The rideshare

industry does not always comply with local regulations and thus can often face bans or

stringent action from local authorities. The state of Karnataka in India banned multiple

ridesharing companies and termed them to be illegal, due to their disobedience to local

transportation laws (Zee Media Bureau, 2022). The cost of transport in the state of

Karnataka is fixed by the government and local taxi and ridesharing companies are to

abide by the law, however, the rideshare companies were found to be in violation of the

laws and therefore were subject to the ban (Zee Media Bureau, 2022). The rideshare

industry should work together with the local governments and regulations in order to foster
 14

goodwill. This will allow for smoother business operations, rather than large disruptions

to their service such as bans or restrictions on areas that can be serviced.

Additionally, lobbying has been a widespread tactic utilized across the world. In

2021, over 3 billion dollars were spent on lobbying alone in the US (Statista, 2022). This

raises concern as many companies in the rideshare industry and the taxi industry have

tried to skip on regulatory obligations and been caught lobbying causing political turmoil

(Kim, 2016). Uber was founded to have secretly lobbied governments during its major

global expansion (Davies, Goodley, Lawrence, Lewis, and O’carroll, 2022). Lobbying can

negatively impact the industry as it raises major legal complications and can disturb the

industry image and reputation.

Permit Regulations

As noted above, the rideshare industry is not required to follow taxi regulations in

all areas of its operations, however, both the industry itself and some cities have put

regulations in place that require rideshare drivers to follow guidelines and/or obtain

specific licensing. Each jurisdiction typically has its own requirements for rideshare

companies to follow in order to conduct business. An example of this is within the city of

Toronto where drivers are required to hold a valid driver’s license, provide proof of work

eligibility, have a registered insured vehicle that has been inspected by a mechanic and

cleared with a Safety Standards Certificate, and undergo a background screening that

includes a criminal record check, as well as motor vehicle record check (Uber, 2022). In

the GTA, Uber drivers must have a vehicle that is no older than 10 years, and within the
 15

City of Toronto, this number decreases to vehicles no more than 7 years old (Canada

Drives, 2022). In addition to vehicle requirements, new changes to permit policy were

introduced by the City of Toronto “in November 2021, the City of Toronto paused issuing

all rideshare licenses until rideshare companies create training programs to better ensure

the safety of passengers” (Canada Drives, 2022). The Rideshare license that the City of

Toronto requires is called the Private Transportation Companies Licence (PTC) which

requires drivers to complete a training program and take a test with an accredited training

provider (Uber, 2022). In comparison, London, UK has similar vehicle and driver

guidelines but does not require drivers to obtain additional licences such as the PTC

licence (Uber, 2022). Having to adapt and comply with so many different rules and

regulations can have a negative impact on the rideshare industry as the companies have

to be cognizant of the laws and regulations of each jurisdiction it operates in. As a result

of many different requirements within the industry, rideshare companies may not be able

to provide a consistent level of service and safety standards as due to the differing

requirements.

Taxations Laws

Corporate taxation is required to be paid by for-profit companies in most countries

around the world, this includes the ridesharing industry. However, some companies, like

many other large technology companies, have attempted to reduce or in some cases

avoid paying tax in the jurisdiction it does business in (Spurr, 2021). This is a macro factor

that causes friction between local governments and the company due to the large sums

of money involved. Rideshare companies profit from the local transportation structure
 16

already created by the governments, yet Uber and Lyft were found to avoid paying

upwards of $135 million CAD in taxes (Spurr, 2021). Local governments rely on money

generated from taxes in order to run their city, provinces and countries. While rideshare

companies are trying to avoid taxes in order to generate more profit for their shareholders.

A strategy Uber and Lyft have used is to style itself not as a transportation company

with drivers as employees but as a platform that connects drivers with riders. The

companies, therefore, are not responsible for any social contributions typically made by

employers such as employer’s insurance or retirement contributions. This way rideshare

companies attempt to shift the tax liability from themselves to the drivers. Uber for

example has aided local authorities in tax collection from its drivers to avert attention from

their own tax obligations (Alecci, 2022). In 2019, Uber was found to have evaded $556

million towards taxes globally, which would have been utilized by local governments for

the development of their jurisdictions (Alecci, 2022).

Furthermore, Uber has registered companies in Bermuda and the Netherlands to

which it diverts funds from other countries in order to avoid paying tax. Bermuda and the

Netherlands are tax havens that do not require companies registered there to pay income

tax (Alecci, 2022). Through the use of these tax havens and the diverting of tax liability to

its drivers, rideshare companies have continuously and aggressively found ways to

reduce their corporate tax responsibilities. This can be harmful to the reputation of the

industry as the avoidance of tax can cause friction with local governments and citizens
 17

since the company profits within their jurisdictions but attempts to not fulfill its tax

obligations.

To address this issue, the C4TF (Canadian Tax Fairness) organization proposed

recommendations stating “the federal government requires Uber, Lyft and other

multinationals to publicly disclose their revenues, profits and taxes on a country-by-

country basis” (Spurr, 2021). Also stating “ride-hailing companies should be regulated as

transportation providers and their workers classified as employees” (Spurr, 2021). This

change will prevent the ride sharing companies from avoiding paying taxes, and reduce

legal tax complications.

Privacy Laws and Policy

As rideshare companies rely heavily on the location and personal information of

the drivers and riders, privacy and security of that data are of utmost importance. “Ride-

sharing applications such as Uber and Lyft collect information about a user’s location to

improve service and efficiency, but as data breaches and misuse become more frequent,

the exposure of user data is of increasing concern” (Travers, 2020). Cyberattacks have

particularly been an issue for Uber in the past and are likely to reoccur due to the evolving

nature of sophisticated software available to the general market (Uber Technologies,

2021). This is a large issue for the ridesharing industry as many jurisdictions around the

world hold privacy of consumers paramount and a company’s failure to protect that

information has negative consequences on its business reputation and financial bottom

line.
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Ridesharing companies and local governments have agreed to create and

implement several specific guidelines which stipulate companies will keep the user data

private, its use strictly for business purposes, and communicate the use of private data to

the riders clearly (Bellan, 2021). The acceptance of these principles by many of the

companies within the industry illustrates the seriousness with which the privacy of the

data is protected. This is not only to uphold consumer confidence but also to allow the

use of the collected data in a responsible way. The rideshare industry has data that can

be utilized by cities and countries for the study of traffic movement and dynamics, this

would help local governments better design transportation infrastructure in order to

alleviate current and possibly future traffic issues (Bellan, 2021). The possible sharing of

this data with the governments by the ride-sharing industry presents its unique

challenges, as the usage of this information by governments and industry may not be fully

trusted by ordinary citizens and thus can cause negative media attention.

Socio-cultural Segment

Safety Concerns

One of the large issues that have plagued the rideshare industry is the safety of

the passengers and drivers. The news is typically widely reported and affects the

company and industry reputation. As an example, Lyft reported more than 4000 cases of

sexual assault in 2017 to 2019 (Paul, 2021). While Uber reported more than 3000 in 2018

alone (Paul, 2019). Typically, with rideshare companies, the anonymity of the driver from

the general public is one factor that may lead to potential assaults., Cars that are used
 19

for ridesharing typically do not have signage or livery like taxis, therefore instances of

possible safety concerns may not necessarily be identified by people passing by as the

cars themselves are not one which would stand out from any other private car on the road

(Chaudhry, Yasar, El-Amine, Shakshuki, 2018).

Another factor that affects the safety of passengers is ease with how one can

become a driver for rideshare companies, typically only a background check and criminal

check is required to begin driving (Chaudhry et el., 2018). These background checks may

not pick up all instances of criminality or propensity for violence in an individual.

Furthermore, this method of vetting drivers can be claimed to be efficient as the process

is typically automated but cannot be claimed to be effective as there is no thorough

interview process, which would help in gauging the driver’s personality or suitability for

the job. Aside from rider safety, drivers also face assaults against them. In 2020, Uber

reported nearly 45 percent of assault cases were perpetrated against the drivers

themselves (Bradbury, 2022). Unlike drivers who have a minimal vetting process against

them in order to drive, the riders typically become a passenger for a rideshare company

simply by downloading their platform. The lack of background checks on the passenger

creates an environment where the drivers have to be responsible and vigilant for their

own safety with minimal support for rideshare companies.

Covid-19 Pandemic

During the pandemic, ride-share companies noticed a major increase in their

delivery services. In relation to the increased personal savings rate for many people
 20

during this time, this increase in savings translated into additional disposable income for

many, which translated to the rise of delivery services. As shown in Figure 1.5 below, the

revenue for such companies in some instances more than doubled from the onset of the

pandemic in 2019. The increase in personal savings over the past five years has been a

significant component when reviewing the success of ridesharing and delivery services

(Sumagaysay, 2020). Although many ridesharing businesses suffered a decrease in

revenue during the pandemic due to the numerous Covid 19 restrictions, some

companies were able to rely on the food delivery component of their business to offset

the losses as consumers heavily relied on food delivery services as an alternative to dine-

in restaurants (Curry, 2022). The Covid-19 pandemic permanently changed consumer

attitudes towards delivery services and for many rideshare companies is likely to remain

a large and growing part of its business.

Figure 1.5

(Sumagaysay, 2020)
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Technological Segment

Technology Innovation

The rideshare industry is increasingly looking to advance its technology to support

business growth for their companies. The industry appears to be shifting away from fossil

fuel vehicles as companies such as Uber and Lyft are investing heavily into electrification

of their fleets as both companies are committing to fully have an electric fleet within the

North American market (Carter, 2022). Companies such as DiDi which operate primarily

in Asia have also invested into electrification by developing their own cars with auto

manufacturers (Cheng, 2021). This shift to electric vehicles by the industry will not only

eliminate the cost of fuel required for most cars today but would also assist in painting the

whole industry as environmentally friendly since global warming concerns continue to

rise. Companies that do not commit to electric vehicles would have negative

consequences as such companies would then be a target of negative media and

consumer attention. Additionally, its competitors can cut into their market share if they fail

to evolve along with the rest of the ride-hailing industry.

Autonomous driving along with electrification is the next big goal for the industry.

Uber invested $400 million in 2021 into the development of autonomous vehicles, with

the intent to launch self-driving vehicles as part of its business strategy (Uber

Technologies, 2021). Similarly, Lyft is planning to introduce autonomous vehicles by 2023

in multiple major cities (Nichols, 2022). The investments by major rideshare companies

is most likely to reduce costs associated with each ride, since the largest cost is the pay

of the driver, the elimination of the driver cost would significantly reduce the costs for the
 22

entire industry. Figure 1.6 below demonstrates the increase in electric car sales, which

suggests that Uber is likely to succeed this opportunity.

Figure 1.6

(Statista, 2022)

Summary/Takeaways of Macro Environment Analysis

After analyzing the Macro Environmental factors which affect the rideshare

industry, a few takeaways have been established which help understand how the industry

is functioning as a whole. It was found the rideshare industry’s business is largely

concentrated within metropolitan urban areas with a large user base within individuals

under the age of 29 (Flynn, 2022). Recent economic factors such as inflation, and the rise

in personal savings rate has led to an increase in business for the industry in the form of

new drivers and the rise of delivery services. These economic factors also present

challenges as the cost of business have risen.

 23

The biggest macro factor which affects rideshare industry’s viability is its

relationship to political approval in the jurisdictions it wants to operate in. It has faced

many roadblocks owing to the existing taxi industry, and the political protection that is

afforded to an already established industry. Lastly, as the industry is heavily entrenched

into technology, it is constantly trying to evolve and improve its service by investing into

technologies such as electrification or its fleets and autonomous vehicles. The industry

shows great potential for future growth and is making the correct investments to keep

itself relevant within the changing global economy.

Industrial Competition Analysis

Porter's Five Forces

Figure 1.7 shows Porter's Five Forces Analysis for the rideshare, and food delivery

industry. The scoring is on a scale of 1 to 5; 1 represents low threat and 5 represents

high amount of threat.

Figure 1.7

Force (-/+) Score Rational

Competitive (-/+) 3 Both the rideshare and the food delivery industries
Rivalry have limited competition between each other. In
rideshare there are two main competitors, Lyft and
Uber. In food delivery services there is Uber,
SkiptheDishes, Doordash and local delivery
services.

Supplier (+) 5 The supplier power in both the rideshare and food
Power delivery service is high as the suppliers for the
companies are the technology and security
providers. These companies tailor their programs
specifically for the industry, which can result in high
costs should the buyer choose to switch
companies.
 24

Buyer Power (-/+) 4 Buyer power is moderately high for the rideshare
and delivery service industries. Since the buyers
are the drivers for both industries and drivers are
essential for the companies to operate, this gives
drivers as the buyer’s high power as they can
choose to work for whichever company within the
chosen industry.

Threat of (-/+) 3 Substitutes for the rideshare industry include

Substitution mobility services such as taxis, public
transportation. Food delivery substitutes include
options such as delivery drivers through
independent restaurants. This is moderate for
several factors that include cost, and ease of
availability.

Threat of New (+) 2 The current companies that work within the
Entry rideshare and mobile delivery industry have
established their brands in the global market. They
show this by dominating the distribution channels,
creating high costs for new entry, in addition to
having to adhere to government policies. This
creates a less attractive industry for new entrants
due to capital requirement and market share
concentration.

Competitive Rivalry - Moderate

The competitive rivalry is moderate because both industries only have a few

competitors. These competitors are in both the food delivery and rideshare industry. The

main competition for food delivery are companies such as UberEats, DoorDash, Skip the

Dishes, and local delivery services. The main competition for mobility services and

rideshare include Uber and Lyft (Uber Technologies, 2021).

Below is a breakdown of the Rideshare and Delivery services main competitors:

UberEats

Our main focal point in this report is Uber/UberEats. Currently, UberEats holds the

second highest percent of the market share in comparison to its competitors in

 25

North America. In 2021, UberEats held 26% of the market share and Doordash

held 57% of the market share. However, UberEats generated $8.3 billion in

revenue whereas Doordash only generated $4.88 billion (Curry, 2022).

DoorDash

Currently Doordash does not have as large a scope that UberEats does and is not

as widely used as UberEats would be. In 2021, Doordash had 25 million users

where UberEats had 81 million (Curry, 2022). Doordash does not have the same

coverage areas as UberEats and only operates in Canada and the US (Doordash,

2021). However, due to the fact that Doordash only operates as a delivery service,

they hold a greater market share for delivery than UberEats.

Skip the Dishes

Currently Skip the Dishes operates in the same geographical areas as UberEats,

however, they do have less drivers than UberEats does because they are strictly

food delivery, and do not have mobility services (Just Eat Takeaway.com, 2021).

Independent Restaurant Delivery

Independent restaurant delivery has expanded beyond its original limitation of

chinese and pizza as many restaurants now offer take-out and delivery options. In

the restaurant industry, delivery is provided by drivers hired specifically for the

restaurant itself, with drivers making close to minimum wage along with tips offered

by the consumer. In addition to drivers working for one specific restaurant, typically

delivery is limited to a radius and timeframe set by the restaurant itself (Ahuja, K.,

Chandra, V., Lord, V., Peens, C., 2021).

 26

Uber

Uber is a global company that operates in 85 countries and over 785 metropolitan

cities worldwide (World Population Review, 2022). Uber is the top rideshare

company in North America. On average they hold 71% of the market share as

compared to Lyft that only holds the remaining 29% (Statista, 2022).

Lyft

Lyft operates in less geographical areas as Uber. Currently, Lyft only offers

rideshare and no food delivery, however they are working on expanding their

horizons and entering into new markets (Iqbal, 2022).

Force Current Situation Near Future

Threat of New Entrants Low Low/Moderate

Threat of Substitution Moderate Moderate

Bargaining Power of Buyers Moderate/High Moderate

Bargaining Power of Supplier High High

Rivalry Among Competitors Moderate Moderate

Supplier Power - High

The supplier power for both the rideshare and food delivery services are high. The

main suppliers of these industries are technology companies that supply the software and

developers for the apps that these companies use to generate their sales and bring in

end users. In addition, technology companies that provide security and enforce law and

regulations for the companies. These technology companies provide operations and

support as well as research and development (Uber Technologies, 2021) (Lyft 2021).
 27

Since these technology companies hold such high value to the rideshare and food

delivery service, they have high bargaining power. The cost for businesses like Uber or

Lyft to change from one technology company to another would be expensive, and could

come with potential drawbacks for said businesses, as the technology companies would

own the rights to certain layouts or ideas. Similarly, security companies that the industries

use, are functioning well for the business, and therefore making a switch would have

negative implications.

Buyer Power - Moderate/High

Buyer power for the rideshare industry is considered moderate/high, with

fluctuation that is dependent on the geographical area. Buyers (drivers) in cities have

higher buying power as there are other mobility and delivery platforms available to them.

Therefore, the companies within the industry must cater to the buyers needs by ensuring

their company is more attractive to the buyers as this is a consideration of the buyer when

selecting a platform. Buyers in lower populated areas have less buying power as they

have less options, in addition to a possible influx in available drivers therefore a higher

demand.

Threat of Substitution - Moderate

The threat of substitution for the rideshare industry and food delivery industry is

moderate. The substitutes for mobility services include Taxis and Public Transportation

or driving oneself. In terms of food delivery services, businesses with independent

 28

delivery drivers, or the option to place a pickup order. Since many rural areas do not have

the ease of access that urban areas due to the companies such as Uber, Lyft, and

SkiptheDishes, they might opt for substitution. In addition, some substitutes such as

public transportation are more affordable than rideshare services. However, rideshare

companies offer efficiency.

Taxi

Similar to local delivery services, taxi services can only operate in designated

areas where they have the jurisdiction to do so. Taxi service prices often include a

base fare, mileage charges, and option to tip (Welcome Pickups, 2022), typically

at a higher rate than Uber (Ride Guru, 2015).

Public Transportation

Public Transportation, while less costly for the rider, comes with its limitations as it

does not pick up and drop off the rider at their desired pick up and drop off location.

However, employees of public transit receive higher compensation than that of an

Uber Driver, making public transit jobs more desirable (McFarland, 2019).

Threat of New Entry - Low

The threat of new entry is fairly low. Currently, the companies that are already in

the industries saturate the market through both capital requirement and market share

concentration. The companies such as Lyft and Uber provide differentiation from each

other, and because of the business models they currently follow, new entrants would have

a hard time coming into the market with the same business models and still manage to

be different enough to take customers away.

 29

The current companies also dominate the distribution channels by being leaders

in the technology used for their services which has allowed them to take over population

sizes that new entrants would not be able to penetrate into with ease. As of right now,

rideshare and delivery services are available in various cities, especially heavily

populated areas. If any of these current companies were to expand into rural/suburban

areas, this could reflect new business opportunities such as long-distance ride pricing.

Figure 1.8 below demonstrates the current cities that just one of the companies (Uber)

operates within Canada. The total population count of these cities is 21,115,255. With

Canada's total population being just over 38 million, this leaves only 16 million Canadians

who do not have access to Uber.

Figure 1.8

(Statistic Canada, 2022)

 30

New entrants to both industries would face cost disadvantages when coming into

the market for similar reasons such as advanced technology as well as the geographical

locations in which current competitors operate.

Lastly, government policy would create a barrier for new entrants as there are

many laws that must be adhered to within the industry and with companies like Uber, Lyft,

Skip the Dishes and Doordash already owning the rights to those jurisdictions and laws,

new entrants would struggle getting them themselves.

Is the market attractive?

Currently the rideshare and food delivery markets are attractive for the following reasons:

1. Inflation → as the cost-of-living increases, for many it would be more economical

to utilize rideshare options when needed, rather than owning a vehicle.

2. Limited new market entry → as companies such as Uber dominate the industry,

there are limited new entrants in the market, therefore less new competition.

3. Additional distribution options → Companies within the industries such as Uber

and Skip the Dishes (Just Eat Takeaway) have been successful in expanding

globally, with potential market areas to follow as both rideshare and food delivery

becomes more popular.

4. Opportunities for technological growth → with the industry's investment in

technological innovation, along with the innovation taking place in the tech industry

itself, the businesses like Uber, Lyft, SkiptheDishes and Doordash are able to

implement new technology into their practices as it becomes available.

 31

Major Competitor Analysis

Lyft: Market Positioning and Strategies

Lyft began as a public long-distance carpooling platform in June 2012, three years

following the launch of Uber (Iqbal, 2022). Statistics in 2021 show that Lyft operates in

656 cities across Canada and the United States however, unlike Uber, Lyft has yet to

expand beyond North America (Dean, 2021). Despite Lyft’s smaller market, the company

still reported 18.7 million users in Canada and the United States in 2021 (Iqbal, 2022). In

2017 the launch of a social media campaign #DeleteUber was designed to encourage

Uber users to delete the application, suggesting the company was profiting off both taxi

strikes, and protests related to the United States travel ban (Leskin, 2019). This negatively

impacted Uber’s reputation globally, and in turn led to a significant loss in Uber consumers

simultaneously with an increase in Lyft consumers as shown in Figure 1.9 below.

Figure 1.9

(Iqbal, 2022)
 32

In competition with Uber Eats, Lyft has also attempted to gain a larger consumer

base in its effort to expand offering food delivery services by partnering with Grubhub, a

global food delivery application designed to connect people with takeout and delivery in

their area (Grubhub, 2022). While this partnership has not shown to bring in significant

profits, Lyft continues to remain in partnership with Grubhub offering free deliveries to its

loyal consumers who have enrolled in their Lyft Pink Membership (Lyft, 2022). In addition

to Grubhub discounts, this premium membership offers its users free upgrades for priority

pick up, ride discounts, and additional perks (Lyft, 2022) nearly identical to the perks

offered in Uber’s premium membership, Uber One (Uber, 2022).

Lyft is different from Uber in its business strategy as they focus on being cost-

leaders rather than differentiators. They focus on cost leadership rather than providing

multiple services and differentiation as it allows them to stay competitive with Uber in the

rideshare market. Lyft's business strategy to be a cost leader in the rideshare industry

has proven to be smart. Instead of trying to expand into several different markets like

Uber (rideshare, food delivery, freight,) they have become experts in rideshare and have

been able to use all their resources to maintain low cost, excellent service.

Lyft Initiatives

Lyft has established a community first approach which has helped build a positive

reputation for their brand. Partnering with professional basketball player LeBron James,

his company Uninterrupted, and the YMCA, Lyft launched its LyftUp initiative in January

2020 (Lyft, 2020). This program was designed to reduce transportation barriers to support

individuals to live a more fulfilling life. The program allows riders to round up their trip fare
 33

to support this initiative, with the proceeds providing rides at no cost to individuals

accessing groceries, attending job interviews and training, voting, providing disaster

response support, along with access to bikeshare programs (Lyft, 2020). In addition to

supporting community wellness, Lyft has also had a strong focus on environmental impact

by providing transportation options such as bike and scooter rides, reporting 34 million

rides on either a bike or scooter in 2020 (Lyft, 2021). While Uber’s main focus is the

introduction of autonomous vehicles, Lyft is ahead of Uber’s 2040 goal by 10 years with

their commitment to a 100% electric fleet by 2030 (Lyft, 2021). It is clear that with the

sustainable options offered by Lyft, and their intention to expand those options, Lyft is

currently and will continue to outperform Uber in the sustainable physical environment

segment, which could lead to Uber users switching to Lyft, as sustainable options become

more popular.

Skip the Dishes: Market Positioning and Strategies

Just Eat Takeaway is a food delivery service company which developed through a

merger between Just Eat and Thusbezorgd.nl in 2020 (Just Eat Takeaway, 2022). As

both companies undertook several food delivery service acquisitions during the early

2000’s Just Eat Take Away now operates in 22 countries globally as shown in Figure 2.0

below. Many of the services owned and operated by Just Eat Takeaway are direct

competitors with Uber Eats, including GrubHub, and Skip the Dishes (Just Eat Takeaway,

2022).
 34

Figure 2.0

(Just Eat Takeaway, 2022)

In the United States SkiptheDishes began its delivery service in 2012, at this time

there were limited food delivery services options, beyond DoorDash and independent

restaurant delivery in North America (GlobalData Thematic Research, 2021). In 2021, it

was reported that Skip the Dishes is taking the lead in the food delivery service market,

this attributed to the rising number of restaurants signing on to their platform, with

approximately 354 additional restaurants joining their platform monthly (Kostuch Media

Ltd., 2021). Uber Eats is third in the industry, as it was behind in joining the food delivery

service industry, however, is still ranked 3 rd in top three food delivery services (Kostuch

Media Ltd., 2021). It is suggested that Just Eat Takeaway and its sub companies have

gained such success through their commitment to branding with the bright orange color

(Just Eat Takeaway.com, 2021).

 35

SkiptheDishes also focuses on a cost leadership strategy rather than a

differentiation strategy. They are able to do this as they are such a widely global company

that focuses on one service, so they have been able to master what it takes to be cost

leaders. Similarly, to Lyft, SkiptheDishes (or JustEat) has used the cost leader business

strategy to their advantage. They knew that there were already companies dominating

the markets in other mobility services, so they allocated their revenues into expanding

their company globally and keeping their prices lower than other competitors.

SkiptheDishes Initiatives

Skip the Dishes has been successful at grasping the attention of Canadian citizens

through partnerships. Currently, Skip the Dishes is partnered with the National Hockey

League (NHL) as its official food delivery app, and has agreed to a multi-year contract

offering game day promotions to Canadians beginning in the 2020-2021 season (NHL

Public Relations, 2021). In addition to their partnership with the NHL, Skip the Dishes has

also partnered with several athletes on the Canadian Olympic Team with their campaign

“Don’t Miss the Moment” encouraging Canadians to focus more on watching the games,

and less on preparing food during the 2022 Winter Olympics (SkipTheDishes, 2022).

In addition to Skip the Dishes partnerships, the company has also expanded to

grocery delivery, similar to that of Uber called Skip Express Lane. This service offers fast

and convenient delivery for grocery and household needs, offering a guaranteed 25-

minute delivery or less. Currently, this venture is currently limited to 14 cities across

Canada with future plans of expansion (Skip The Dishes, 2022).

 36

Despite Just Eat Takeaway and its sub company Skip the Dishes doing well, risk

is highly evaluated during their strategic planning process. Within its annual report, Just

Eat Takeaway reveals their risk identification process in depth focusing on strategic,

information technology, legal and regulatory, financial, and operational risk assessment

(Just Eat Takeaway.com, 2021). In addition to the identification and evaluation of the

risks, Just Eat Takeaway offers a transparent strategic plan to address many of the

identified risks (Just Eat Takeaway.com, 2021). Uber, while its report identifies risk, does

not share the direct strategy they intend to execute to mitigate each risk (Uber

Technologies, 2021).

Summary and Takeaways

What is Uber's business strategy?

Uber implements a differentiation strategy as many aspects of its business are

conducted and sustained through its internal environment. A component of Uber’s

focused differentiation strategy includes its recent investment in Aurora and the shift

towards implementing an autonomous rideshare option. In addition, Uber offers a variety

of services with its major focus on rideshare options and delivery. Uber functions with a

moderate to high level of diversification, as its revenue is generated from Uber as well as

Uber Eats, as a result, Uber can dominate the market against its competitors. Uber is

continuing to expand its business strategy to offer a wide range of services and could

also demonstrate low-cost leadership strategy in the near future, should it successfully

introduce autonomous ride-sharing options, with the intention of reducing the cost of its

services.
 37

How attractive is the market for Uber?

Uber currently operates in an attractive market as they have low threat of new

entrants as well as domination in the industry as a differentiator. They are able to use

their cost advantages and distribution channels against any potential threat they might

have as well as they have obtained the power of government jurisdiction and laws to avoid

potential threats.

Is Uber in the right market?

As a leading platform in the rideshare industry, Uber’s global footprint and increase

in market share suggests that it is in the correct market. Uber would benefit from a review

of its core values to reflect a community-centered approach, along with its intention of

increasing its environmental sustainability practices. This will support the retention of its

customers and lower the threat of substitution. In order to remain a top competitor in its

industry, Uber would be best to remain in its current market.

What is the industry's positioning?

Uber

Uber utilizes multi-segment and price positioning. Its multi-segment positioning

consists of it providing more than one service to its users through both transportation and

deliveries. Uber’s price positioning gives their users a cost-effective way to travel from

one place to another without hassle and with an easy way to pay.

Lyft
 38

Lyft uses a consumer-based positioning, and its main priority is consumer quality

and environmental sustainability. Lyft is working towards minimizing its ecological

footprint and maximizing its contribution towards community wellbeing (Lyft, 2021).

Skip the Dishes

Skip the Dishes uses convenience positioning focusing on providing a quick and

reliable food delivery service (Just Eat Takeaway.com, 2021). Comparatively, these three

companies have very different positionings. However, all are able to function

competitively, as consumers select the company that best suits their needs at the time of

use.

Summary of Threats and Opportunities

Threats

Inflation

Inflation is a threat for Uber as it will raise the cost of operations for the company.

Since the majority of business relies on fuel powered vehicles, the cost of fuel will need

to be factored into the pricing of the rides. The cost of Uber rides will continue to increase

to offset the higher expenses which include gas, and driver payments. This can have a

negative impact on Uber as higher prices may cause customers to seek alternative forms

of transportation and drivers may also seek other forms of employment to supplement or

replace their income from Uber.

 39

Political Roadblock

The rideshare industry faces significant competition from other transportation

alternatives, especially Uber considering it is the world's largest ridesharing company.

The rideshare industry has had to deal with multiple protests, bans, and legislation from

governments against it as it has attempted to penetrate the market previously dominated

by the taxi industry. These roadblocks are becoming a major threat as it prevents the

rideshare companies from expanding, thus limiting Ubers geographic reach.

Environmental Standards

With the world becoming more and more aware and focused on the changing

environment around us, people are starting to choose more environmentally friendly ways

of living. As Uber is a company that relies on its workers having vehicles which are mostly

fuel powered, they could potentially see a decrease in users if they do not begin to shift

to primarily electric vehicles. It is also important to consider Uber’s competitors in the

rideshare industry, along with alternative transportation options.

Opportunities

Technology Innovation

The rideshare industry constantly evolves and improves its services.

Technological innovation is one aspect the industry focuses on in order to establish

differentiation and reduce overhead costs. Therefore, it is a great opportunity for Uber to

similarly invest in technology which will help it compete with the wider industry. This

includes the electrification of its entire fleet and the introduction to autonomous vehicles.
 40

This will help Uber not only fiscally by cutting down its costs but also allow it to retain its

position as the market leader of the industry through innovation. Figure 2.1 below

demonstrates the increase in electric car sales, which suggests that Uber is likely to

succeed this opportunity.

Figure 2.1

(Statista, 2022)

Inflation

Although inflation poses a risk to Uber, it can also pose an opportunity. With the

increased cost of gas, maintenance, and the general cost of cars now, users may find it

more cost-efficient to use services such as Uber to get to where they need to be, rather

than buying a new car or spending money on fuel. If Uber can find a way to sustain a

consistent price per ride with or without inflation, they can utilize it to their advantage and

target customers who would use their service instead of buying their own car.
 41

Internal Organization Analysis

Uber’s Mission and Vision
Mission
Uber’s mission is to support people to achieve their goals through accessible

transportation, recognizing that getting people where they need to go safely is crucial to

their success. Uber prides itself on starting “movement is what we power” (Uber, 2022)

with the intention of connecting the physical and digital world with just a tap of a button.

Uber also calls itself the “go-getters” (Uber, 2022) as its team is continuously reviewing

and reimaging their model to better serve its customers. Uber believes in equality and

accessibility and humbly admits that they “haven't always gotten it right” (Uber, 2022).

Uber has a diverse range of international partners, with the intent of enabling users from

around the world to access their services through rideshare, delivery, and freight (Uber,

2022) in order to support individuals and families to get where they need to go, to have

what they need, and earn in ways that work for them (Uber, 2022).

Vision

Uber wants its service to be accessible to as many people as possible. Their vision

statement is “transportation as reliable as running water, everywhere for everyone”

(Reitsma, 2022). The intention is to focus on the provision of quality transportation for

each and every customer in the safest, economical, and efficient way possible (Uber,

2022). Uber’s goals that reflect their vision include, providing opportunities for drivers

and consumers, improving diversity and safety standards, and increasing accessibility for

all (Uber 2022).

 42

Value Chain Analysis - Primary Activities

Supply Chain Management

Financial

Uber’s suppliers consist of big tech companies and security companies that are in

a partnership with them. Based on the data from Uber’s annual report it shows that Uber's

supply chain cost and expenses consist of its operations & support, sales & marketing ,

research & development, and its general & administration cost. Uber's cost of revenue

regarding its supply chain in the year 2019 comes up to $21,596 billion, whereas in 2020

total cost was $16,002 billion and in 2021 their total cost was $21,29 Billion. These

numbers are the total sum of its cost and expenses from its 3-year period (Uber 2022).

Its major mobility competitor, Lyft, has a supply chain that's dependent on basically similar

factors, such as operations & support, sales & marketing, research & development, and

its general & administration cost. Lyft’s total cost for its inbound logistics in 2019 were

$4,343 billion, $4,173 billion in the following year, and $6,318 billion in 2021 (Lyft, 2021).

Just eat supply chain management cost consist of its courier cost, order processing cost,

staff cost, and other operating expenses, all these costs are the necessary factors of

generating its revenue for its delivery services. Majority of Just eat revenue stems from

its “order driven cost” which are costs associated with orders placed on

JustEatTakeaway. With the comparison between Uber, Lyft and Just Eat, we are able to

spot the main factors of production that make up Uber's revenue, such as its mobility,

delivery and freight services. Based on its annual report, its mobility services came up to

55% of its total revenue which generated $6.08billion while its Delivery services made up

about 35% of its total revenue which came up to $3,904billion, other factors of its revenue
 43

were its freight, which made up about 9.08% of its total revenue in 2020. In 2021 we saw

a 14% drop from its mobility services revenue which was about 40% of its total revenue

in 2021, it generated $6.96 billion. Delivery services were higher in this year; it made up

48% of Uber’s revenue for this year generating $8.36 billion. A 114% increase from 2020

to 2021. Finally, its freight services also experienced an increase in the following year by

111%, which was about 12% of its total revenue in the year 2021. Based on Lyft's annual

report, its main factor of revenue comes from its drivers who pay to use their platform, as

there isn't any specific data on the annual report regarding where each component of

revenue stems from, we can assume Lyft’s main source of revenue comes from its

mobility services. Lyft generated revenue in 2019 were $3.6billion, a 41% drop in its

following year 2020 due to covid-19 restrictions, which generated $2.36billion that year.

It then experienced an increase of 30% in 2021, generating $3.2billion.

For just Eat Takeaway, based on the data from its 2021 annual report, its order

driven cost is about 97% of its total revenue for the year 2020, which generated $1.975

billion. In the following year, 2021 “order driven revenue” experienced a huge jump by

54% probably due to the slowdown of the covid-19 restrictions in place (Just Eat

Takeaway.com, 2021).

Non-Financial

Uber’s relationship with their drivers is dependent on incentives programs. They

mention how judgment is required to determine the appropriate classification of those

incentives, meaning it treats incentives as a reduction of revenue when provided to their

customers (Drivers). In other words, depending on the performance of its customers it

 44

uses its incentive program to determine how payment is distributed to them (Uber

Technologies, 2021).

“We offer discounts and promotions to end-users (that are not customers) to

encourage use of our platform. Judgment is required to determine the appropriate

classification of these incentives. End-user discounts and promotions are recorded to

sales and marketing expenses with the exception of market-wide promotions which are

recorded as a reduction of revenue” (Uber Technologies, 2021).

Uber shares their plan for the future of its commitment to implement 100%

renewable electricity for their U.S offices by year 2025, and to continue to set

environmental standards for their supply chain as they recognize that there are inherent

climate related risks wherever business is conducted (Uber Technologies, 2021)

“Progressing towards our climate commitments requires us to invest significant effort,

resources, and management time, and circumstances may arise, including those beyond

our control, that may require us to revise our timelines and/or climate commitments” (Uber

Technologies, 2021).

Lyft seems to be adopting a similar strategy as well, it considers its drivers to be

its customers and themselves to be the main suppliers. Lyft seems to be adopting similar

drivers incentives as well. They offer various incentives programs, including minimum

wage, guaranteed, volume-based discounts, and performance-based bonus payments.

“Therefore, such driver incentives are recorded as a reduction to revenue. Driver

incentives are recorded as a reduction to revenue if the Company does not receive a

distinct good or service in exchange for the payment or cannot reasonably estimate the

fair value of the good or service received” (Lyft, 2021)”

 45

Lyft depends on the relationship between their suppliers for them to stay financially

stable, they rely on third parties encryption and authentication technologies to securely

transmit personal information between drivers and riders (Lyft, 2021). If Lyft partners were

to terminate their relationship their cost would increase which would force them to find an

alternative provider (Lyft, 2021).

Supplier partnerships are crucial for the smooth distribution and storage of

products. Just Eat Takeaway may encounter several problems throughout new product

research and development stages if the product does not first examine the inbound

logistics. When doing an inbound logistics analysis, a corporation must consider every

step of the material transformation, from sourcing raw materials to shipping out the final

product. Retrieving raw materials, storing inputs, and distributing inputs and components

inside are all instances of inbound logistics. Two potential differentiators in inbound

logistics for Just Eat Takeaway are the purchase of high-quality inputs to guarantee a

possible customer experience and the implementation of a simplified process for

gathering customer feedback to reduce the possibility of adverse outcomes (Just Eat

Takeaway.com, 2021).

Supply Chain Management VRIN Analysis

Is Uber’s Supply Is Uber’s Supply Is Uber’s Supply Is Uber’s Supply

Chain Management Chain Chain Chain Management
Valuable? Management Management Nonsubstitutable?
Rare? Costly to Imitate?

Yes Yes Yes Yes

Competitive Sustainable Competitive Advantage

Consequences
 46

Performance Above Average Returns

Implications

Uber’s supply chain management is valuable as it is demand driven. Their supply

chain will remain valuable for the business as long as drivers are available for the riders,

similar to the supply chain management of its competitors. It has a rare supply chain, one

that is also costly to imitate and is non substitutable, hence why it is capable of producing

above average returns and continues to keep a sustainable competitive edge in its

market.

Figure 2.2

Annual Revenue & Gross

Margin for UberEats, Uber
Lyft, and Just Eat Takeaway

$10,707
Revenue $1,401 Billion $3,616 Billion $411 Million
Billion
2019

Gross Margin 46% 40% 15.2%

Revenue $3,904 Billion $6,089 Billion $2,365 Billion $2,018 Billion

2020

Gross Margin 39% 39% 34%

Revenue $8,362 Billion $6,953 Billion $3,208 Billion $4,495 Billion

2021

Gross Margin 47% 47% 46%

 47

Operations

Financial

Uber’s operation consists of “Connecting consumers with providers of ride services and

merchants as well as delivery service providers for meal preparation, grocery and other

delivery services. Uber also connects consumers with public transportation networks. We

use this same network, technology, operational excellence, and product expertise to

connect shippers with carriers in the freight industry” (Uber Technologies, 2021).

The company has experienced positive revenue growth throughout its years but a

decrease in revenue in other years. For example, Uber generated revenue for its mobility

services in 2019 was $10,707 billion but had experienced a decrease in the following

year, 2020, to $6,089 billion, which is a 43.13% decrease. In the following year, 2021

Uber’s generated revenue was $6,953 billion, a 14.19% increase. Uber had a profit

margin of 46% in 2019, 54% in 2020, and 53% in 2021 for both its mobility & delivery

services (Uber Technology Inc.).

When paired against its competitors such as Lyft and Just Eat, we notice its main

mobility competitor, Lyft, had experienced a 53% decrease in profit from 2019-2022,

pulling in $3,615.96 billion in 2019 and $2,364.68 billion in 2020. In 2021, Lyft generated

$3,208.32 billion, increasing by 26.3%. Lyft's Gross margin in (2019) was 40%, 39% in

(2020) and 47% in 2021 (Lyft, 2021). Its main delivery competitor, Just Eat Takeaway,

generated revenue in 2019 was $411 million, which increased by 76% in the following

year (2020) to $2,042 billion. In 2021 Just Eat Takeaways revenue also experienced an
 48

increase of 55%, generating $4,495 billion. The company's gross margin in 2019 was

15.2% in 2020, 34.4%, and 46.4% in 2022 (Just Eat Takeaway.com, 2021). For Uber's

delivery services, it generated $1,401 billion in 2019, experiencing an increase for its

delivery services by 26% percent pulling in $3,902 billion the following year. In its final

period, year 2021, Uber delivery services generated $8,362 billion, which is an impressive

47% increase from its previous year.

Figure 2.3

(Just Eat Takeaway.com, 2021)

(Lyft, 2021)
(Uber Technology Inc.)
 49

Non-Financial

Unlike its main competitor, Lyft, who offers Mobility services, and Just Eat Takeaway who

provides only Delivery services, Uber offers both mobility and delivery services. There is

a lot of similarity between the operations of the two companies, but some aspects of their

operations differ as well. As part of Uber's primary strategy to generate income from its

customers, the company requires its drivers to pay an upfront fee in order to access their

services. In return, Uber will be able to connect drivers with potential end users who would

be interested in hiring them for their mobility needs. Uber's delivery service generates

revenue by charging its couriers and merchants to use its platform and service; it also

generates revenue from end users' use of the platform (Uber Technologies, 2021). A full-

stack development model is necessary for the organization to organize its product team

with the goal of managing peak demand in the market and gaining a portion of the

rideshare market through the use of a variety of methods such as product management,

engineering analytics, data science, and design (Lyft, 2021). "We designed our platform

with multiple layers of redundancy to guard against data loss and deliver high availability"

(Lyft, 2021).

The vast majority of Just Eat Takeaway’s orders are placed through their platforms

and are prepared by their partners and arrive at the consumer flawlessly. Just Eat

Takeaway mentions how there can be some inconsistency with their operations which

requires their customer or their partners to reach them directly to resolve any issues. (Just

Eat Takeaway, 2021). “The aim of the team is to resolve any issue that may arise to a

consumer or a partner in a fast and hassle-free way” (Just Eat Takeaway.com, 2021).
 50

Operations VRIN Analysis

Are Uber’s Are Uber’s Are Uber’s Are Uber’s

Operations Operations Operations Operations
Valuable? Rare? Costly to Imitate? Nonsubstitutable?

Yes Yes Yes No

Competitive Sustainable Competitive Advantage

Consequences

Performance Above Average Returns

Implications

Uber’s operations are rare as they are the only rideshare company that offers both

Delivery and Mobility services, the reason uber has achieved a rare operation process is

due to their ability to provide a seamless service to both their customers, who are their

riders, and end users, who are those on the other end of their mobility services. Another

reason for Uber's rare operation is due to the fact that it's costly to imitate and are non-

substitutable, hence why it's able to keep a sustainable competitive advantage among its

competitors.

Distribution

Non-Financial

While Uber was established in San Francisco, California in March 2009 as a

private company, since becoming public it has grown tremendously and has expanded to

over 70 countries globally (Lamar, 2022). Uber’s major revenue points are located in

metropolitan areas as these areas are heavily populated, with London, São Paulo, Miami,

New York, and Chicago as their major revenue points as reported in 2021, accounting for
 51

23% of their total ride requests (Uber Technologies, 2021). In addition, Uber now operates

at over 600 airports globally (Uber, 2022) bringing in 11% of revenues in 2021 and

attracting both locals and tourists as a convenient, economical, and trustworthy form of

transportation (Uber Technologies, 2021). As metropolitan areas remain profitable, Uber

typically does not operate in rural areas because it is less expensive and more convenient

to own a personal vehicle in these areas (Uber Technologies, 2021). Figure 2.4 below

represents Uber’s global footprint in 2018, demonstrating in purple the areas in which

Uber currently operates. The areas shown in beige are locations in which Uber invested,

however, discontinued operations as a result of local competitors (Molla, 2018).

Figure 2.4

(Molla, 2018)

Despite Uber’s decision to discontinue operations in the identified areas above, Uber is

still operating with considerable revenue, as shown in Figure 2.5 below. Ubers

distribution is both valuable, as it is rare, as it has the largest global footprint in its

industry resulting in a sustainable competitive advantage and above average returns.

 52

Figure 2.5
Revenue Breakdown by Area

Lyft however, does not compare to the global reach that Uber has, as it is currently

working its way through North America. Despite Lyft’s limited distribution, it still holds a

strong consumer base against Uber throughout the areas in which it does operate (Iqbal,

2022). Just Eat Takeaway, as shown in Figure 2.6 below has a greater global distribution

and is comparable to that of Uber’s (Just Eat Takeaway, 2022) which could have

implications for the Uber Eats platform.

Figure 2.6

(Just Eat Takeaway, 2022)

 53

Distribution VRIN Analysis

Is Uber’s Is Uber’s Is Uber’s Is Uber’s

Distribution Distribution Distribution Distribution
Valuable? Rare? Costly to Nonsubstitutable?
Imitate?

Yes Yes Yes No

Competitive Sustainable Competitive Advantage

Consequences

Performance Above Average Returns

Implications

As a result of Uber’s extensive global reach, Uber’s distribution is incredibly valuable, rare

as it is significantly larger to that of its competitors making it costly to imitate. Although

Uber has a strong market, it needs to take into consideration that some of its major

competitors remain industry strong, therefore providing alternative options to its

consumers. However, with a larger market, Uber remains stable, with a sustainable

competitive advantage and above-average returns.

Marketing

Financial

In 2021, Uber dedicated $1.7 billion to its marketing, significantly less than the $17 billion

invested in 2020 (statista, 2022). Its competitor, Lyft, spent significantly less than Uber,

with $814 million in 2019, $416 million in 2020, and $411 million in 2021 (Pratap, 2022).

In addition to marketing expenses, Uber’s R&D expenses have decreased significantly

since 2019 as shown in Figure 2.7 below (macrotrends, 2022). Although Uber spent a
 54

tremendous amount on marketing, especially in 2020, which seems to have paid off as

they generated considerably more revenue in 2021, as shown in Figure 2.2 above.

Figure 2.7

(macrotrends, 2022)

Non-Financial

Uber’s platform, like that of its competitors, functions as an application that is

downloaded through a third party, mainly the iOS App Store and the Android Google Play

Store (Uber Technologies, 2021). This means that for Uber to continue to provide its

services through its main channel of distribution, those third-party providers must also

continue to function and remain open and available to its users to download or utilize the

Uber and Uber Eats apps (Uber Technologies, 2021). However, it is important to note

that should the iOS and Android platforms cease to exist, it is likely that Uber's

competitors, Lyft and JustEat Takeaways Skip the Dishes would face similar issues. In

addition to the App, Uber continues to be ahead of the game when it comes to connecting

with its users via its website. In Figure 2.8 and Figure 2.9 below, Uber’s global ranking is

well above its competitors in terms of website visits (similarweb, 2022).

 55

Figure 2.8

(similarweb, 2022)
Figure 2.9

(similarweb, 2022)

In addition to Uber’s webpage traffic, in Figure 3.1 and 3.2 below is a

comprehensive breakdown of each marketing channel compared to that of Uber’s

competitors, Lyft, and Skip the Dishes. When comparing Uber’s marketing distribution to

that of Lyfts and Skip the Dishes, focus on similar channels. Skip the Dishes are almost

identical in their distribution strategies while Uber relies significantly on referrals

compared to that of Lyfts (similarweb, 2022).

Figure 3.1 - Marketing Channels Distribution Uber Vs. Lyft

 56

(similarweb, 2022)

Figure 3.2 - Marketing Channels Distribution Ubereats Vs. Skip the Dishes

(similarweb, 2022)

In terms of pricing, no one company prices less than the other. Instead, both Lyft

and Uber price their rides by time, distance, number of available drivers, and pickup

location/destination. In addition, both companies also utilize ‘surge pricing’ which allows

them to increase the cost per ride during peak times in busy areas (Popp, 2022).

Tripsavvy, a popular website used for travel, suggests that customers should open both

apps and compare trip fares before hailing a ride (Popp, 2022). This could have negative

implications for Uber should it not keep a close watch on its competitors pricing.

Marketing VRIN Analysis

Is Uber’s Is Uber’s Is Uber’s Is Uber’s Marketing

Marketing Marketing Rare? Marketing Costly Nonsubstitutable?
Valuable? to Imitate?

Yes No No No

Competitive Competitive Parity

Consequences

Performance Average Returns

Implications
 57

As Uber has limited marketing strategies currently, its marketing is not considered

rare, costly to imitate, or non-substitutable. As a result, Uber remains in competitive parity

with other brands and continues to bring in average returns as a result. As Uber has had

lots of negative media coverage, it would be in Uber’s best interest to invest in marketing

strategies that will help reshape its brand reputation.

Customer Service

Financial

In response to safety incidents described below, Uber launched a campaign called

the Driving Change Initiative, where they plan to contribute “$5 million in grant funding

over five years to support organizations working to prevent, address, and respond to

gender-based violence in the US”, along with providing $2.6 million (USD) to support

organizations globally who are working towards women’s equity and the reduction of

gender-based violence (Uber Canada, 2021).

Non-Financial

Uber has experienced ongoing issues with safety concerns for both its riders and

its drivers, most incidents specifically related to sexual harassment and sexual assaults.

In the United States, there were 998 sexual assaults reported by Uber riders and drivers

in 2020, 141 of which were rape, which is a significant decline from the 247 rapes reported

in 2019 (O'Brien, 2022). In addition, there were 20 reported deaths due to physical

violence in 2019 (O'Brien, 2022). This concerning number has shifted Uber’s initial driver

screening, to a more intensive continuous screening that monitors, and flags new reports

of criminal offenses committed by drivers, since Uber has removed over 80,000 drivers
 58

currently (O'Brien, 2022). Uber has also pledged to continue to examine and share reports

related to safety incidents moving forward, and in 2021, Uber stated they would share the

names of the drivers who were removed from their platform as a result of safety concerns

through a reporting agency called HireRight (O'Brien, 2022). Lyft has also made

considerable strides in ensuring the safety of its passengers in regards to sexual assault

incidents. Since 2019, Lyft has required its drivers to complete their Community Safety

Education Program which they developed “in partnership with RAINN, the largest anti-

sexual violence organization in the US” (Lyft, 2022). In addition, to Uber’s focus on safety,

Uber has released ‘community guidelines’ that are for both riders and drivers. These

guidelines are “standards and policies on threatening and rude behavior, post-trip contact,

physical contact, discrimination, sexual assault and misconduct, and property damage”

(Uber, 2022).

In addition to customer safety concerns, Uber has received backlash for its

negative environmental impact. A study by the Union of Concerned Scientists suggest

“that the average U.S. ride-hailing trip results in 69% more pollution than the

transportation choices it displaces” (Bliss, 2020) while this includes trips, it does not

include vehicles idling. In addition to the environmental impact from vehicles, since the

beginning of the pandemic, food delivery has increased, including Uber Eats, resulting in

an increase in the amount of waste as a result of food delivery. The International Solid

Waste Association indicated that “since the beginning of the pandemic, the use of such

plastics has increased by up to 300 per cent” (Tucker, 2021). Despite Uber’s attempts to

make positive changes, it has been rated terribly in terms of customer service with an
 59

average rating of 3.1 out of 5 as shown in comparison to its major competitors Lyft and

Skip the Dishes in Figure 3.3 below.

Figure 3.3

(Glass Door, 2022) (sitejabber, 2022) (Trustpilot, 2022)

Customer Service VRIN Analysis

Is Uber’s Is Uber’s Is Uber’s Is Uber’s Customer

Customer Service Customer Customer Service
Valuable? Service Rare? Service Costly to Nonsubstitutable?
Imitate?

No No No No

Competitive Competitive Disadvantage

Consequences

Performance Below Average Returns

Implications

As Uber’s customer service is limited, its customer service is not considered to be

valuable, rare, costly to imitate, or non-substitutable. As a result, Uber is at a competitive

 60

disadvantage, should its competitors focus on improving their customer service practices

ahead of Uber. As a result Uber has below average returns. Uber would benefit from an

increased focus on customer service.

Value Chain Analysis - Support Activities

Finance

Finance of Uber, Lyft

and Just Eat Takeaway
in (2021)

Total Assets $2,671 Billion $4,774 Billion $17,776 Billion

Total Liabilities $219 Billion $3,433 Billion $4774 Billion

Debt Ratio 8.2% 7.2% 26.7%

(Uber Technologies, 2021) (Lyft, 2021) (Just Eat Takeaway.com, 2021)

Cash Flow
and Debt
Ratio for
Uber and
Lyft Cash Flow Debt Cash Flow Debt Ratio
Ratio

2019 $4321 Million 26.1% $101,721 37.2%

Thousand

2020 $2745 Million 14.1% $1,378,899 45.9%

Thousand

2021 $445 Million 20.3% $105,702 29.6%

Thousand

(Uber Technologies, 2021) (Lyft, 2021)

 61

Financial

When looking at Uber's cash flow for operating activity in 2021, the amount was $4,321

million debt ratio of 20.3%. In comparison, Lyft's operating activity resulted in a cash flow

of $101,721 debt ratio of 29.6%. In the year 2021, Lyft had a higher cash flow than Uber.

The operating activity of Uber cash flow generated $2,745 million in 2020, which was less

than the amount generated by Uber cash flow activity in 2021. Lyft had a cash flow activity

operating of $1,378,899 in 2020, which resulted in the company having a higher cash flow

than in 2020. Additionally, Uber's investment activity in 2021 is $790 million, whereas

Lyft's is $267,012, which means that Uber has a higher cash flow than Lyft. As stated in

Uber Technologies annual report, the company's total assets are valued at $2,671 billion

dollars. The report estimates its liabilities at $219 billion, which leaves Uber at a debt ratio

of 8.2%, which is a healthy ratio for a company of its size (Uber Technologies, 2021). The

total assets of Lyft are estimated at 4,774 billion dollars and its liabilities are estimated at

3,433 billion dollars and debt ratio of 7.2%. This suggests that Lyft is more inefficient in

the manner in which it operates when compared to Uber (Lyft, 2021). Currently, the value

of Just Eat's assets is 17,776 billion dollars, while its liabilities are valued at 4,734 billion

dollars, representing a debt ratio of 26.7%. As of 2021, Justeat directly-controlled

operations into four segments, which were newly defined in 2021. There are four

segments on the basis of geography: North America, the United Kingdom and Ireland,

Northern Europe, and Southern Europe & Australia and New Zealand (ANZ). In terms of

GTV, North America represents 41% of our total GTV, which makes it the largest segment

of GTV within our organization. (Just Eat Takeaway.com, 2021)

 62

Non-Financial

Uber Technologies sold (ATG) Advanced Technology Group to Aurora for $4

billion to help the company reach its goal of achieving profitability through the use of

autonomous vehicles for its services. Uber also invested $400 million in the company

which gives Uber a 26% hold of the company's assets (Hu, K., Bellon, T., Lee, L.L., 2020).

The investment is meant to help the company achieve its goal of producing self-driving

cars, trucks, and delivery vehicles in the future (Uber Technologies, 2021). As Uber plans

on supporting other tech companies to achieve its goal of creating autonomous vehicles,

Lyft has a strategic plan that offers increased access to autonomous vehicles through its

partnership with Motional, which has enabled the commercial fleet of autonomous

vehicles on their platform in Las Vegas. They completed a multi element transaction with

Woven Planet which is a subsidiary of Toyota Motors, “As well as commercial agreements

for the utilization of Lyft rideshare and fleet data to accelerate the safety and

commercialization of the automated-driving vehicles that Woven Planet is developing. In

December 2021” (Lyft, 2021). Just Eat takeaway management board had announced

that the company had entered into an agreement to acquire 100% of Bistro.sk in Slovakia

for 49 million Pounds. The transaction was completed on the 30th of September 2021

(Just Eat Takeaway.com, 2021). The plan for the acquisition as stated by the Chief

Operations Officer of Just Eat Takeaway mentioned “With the acquisition of Bistro.sk we

are adding a profitable and highly complementary online food delivery platform to our

geographical footprint” (Singh, 2021).

 63

Finance VRIN Analysis

Is Uber’s Finance Is Uber’s Finance Is Uber’s Finance Is Uber’s Finance

Valuable? Rare? Costly to Imitate? Nonsubstitutable?

Yes Yes Yes No

Competitive Temporary Competitive Advantage

Consequences

Performance Above Average Returns

Implications

Ubers finance is valuable as the company continues to generate a significant

amount of revenue to compensate for their cost, it is undeniable that the company's

financial performance is rare in the market since they are leading the rideshare industry

with no competitor being capable of replicating what Uber does (Comparably, 2022).

Human Resource Management

Financial

Figure 3.4 below indicates the number of employees, and the salaries for both

Uber and its competitor, Lyft. Uber's salary range is anywhere between $106.4K - $1.32M,

while lyft’s salary range is anywhere between $143k - $847.5K (Levels Fyi Inc., 2022). In

addition to financial compensation, Uber offers its employees stock-based compensation

incentives (Uber Technologies, 2021).

 64

Figure 3.4

Uber and Lyft

Employee Annual Salaries

Software Engineer $167.69K - $916.9K $218.39K - $847.5K

Software Engineer Manager $411.82K - $699.8K $533.5K - $642.67K

Product Manager $154.63K - $1.32M $212.5K - $607.14K

Data Scientist $180.83K - $326.83K $229.17K - $513.6K

Recruiter $106.4K - $212.83K $143K - $145.25K

Product Designer $142.81K - $409.2K $233.75K - $635K

(Levels Fyi Inc., 2022)

Non-Financial

Figure 3.5

(Comparably, 2022)

As shown in Figure 3.5 above, Uber is substantially ahead of its competitor Lyft in

terms of its culture ratings. In 2019 and 2020 Uber was presented with only two awards
 65

which focused on diversity, company culture, and Best Ceo’s for Women (Comparably,

2022). Since then, Uber has made great strides to improve its employee satisfaction, and

in 2022 Uber was presented with several awards as shown in Figure 3.6 below ranging

from employee happiness, diversity, and inclusion, along with benefits and career

development opportunities (Comparably, 2022). This is no surprise as Uber’s Human

Resources Team has been focusing on improving employee satisfaction through surveys,

manager training, UberEats allowance, and equal consideration for employees who

choose to work from home to continue to participate in meaningful employee engagement

experiences (Uber, 2020). While Uber’s major competitor, Lyft was presented with Best

CEO in 2019, along with Best Company for Work-life Balance, there have been no awards

presented since (Comparably, 2022).

Figure 3.6

(Comparably, 2022)

Despite limited awards for Lyft in 2022, offers comprehensive benefits for its

employees in the United States including unlimited paid time off for salary employees,
 66

free mental health therapy for all employees and their families, free Lyft Pink

memberships and commuter benefits, personal finance workshops, along with dog

friendly offices (Lyft, 2022). Skip the Dishes has been named on the list of Canada’s 100

Top Employers of 2022 and is part of the 2023 Career Directory as one of Canada’s Best

Employers for Recent Graduates with a focus training, career development opportunities,

encouraged horizontal workplace communication, mental wellness initiatives, and

matching employee RRSP contributions (Mediacorp Canada Inc. staff editors, 2022).

Human Resource Management VRIN Analysis

Is Uber’s Human Is Uber’s Human Is Uber’s Human Is Uber’s Human

Resource Resource Resource Resource
Management Management Management Management
Valuable? Rare? Costly to Imitate? Nonsubstitutable?

Yes Yes Yes No

Competitive Sustainable Competitive Advantage

Consequences

Performance Above Average Returns

Implications

Uber has received many awards in terms of its HR practices. In addition to its employee

benefits, Uber offers competitive salaries that would be costly to imitate, offering rare and

valuable HR Management practices. Although its competitor Skip the Dishes is doing well

in terms of its employee satisfaction, Uber remains well above its competitors in terms of

wage.
 67

Management Information Systems

Financial

Uber continues to advance its technology to support economic growth, investing

$400 million in January 2021 into its partnership with Aurora, with the intent to launch a

fleet of self-driving vehicles as part of its business strategy (Uber Technologies, 2021).

While this is a substantial investment, Uber recognizes that it is possible competitors may

also introduce autonomous vehicles before their launch which could negatively affect

Uber’s revenues, however, Uber remains hopeful as the introduction of such vehicles

would dramatically reduce the costs associated with an Uber ride (Uber Technologies,

2021). Uber's net annual loss was $496 million, a 93% improvement year-over-year.

Uber's gain on the sale of the ATG company to Aurora was $1.6 billion before taxes on

its equity investment (Uber Technologies, 2021). Lyft, Uber’s close competitor, has

partnered with Motional to achieve similar goals and has offered autonomous rides in Las

Vegas since 2018, almost all with 5-star reviews (Nicholas, 2022). In Miami in 2021, Lyft

launched an autonomous ride-sharing service in partnership with Ford and Argo Al (Lyft,

2021). While Uber has its primary investment in Aurora, it has also sought support from

Motional, and were able to begin rolling out autonomous UberEats deliveries in 2021

(Nicholas, 2021).

Non-Financial

Uber is also committed to transitioning completely to electric vehicles only by 2040,

ten years behind its competitor Lyft (Lyft, 2021), and intends on implementing

autonomous ridesharing options to eliminate the cost of fuel. Uber has begun offering

Uber Green as an introductory feature to support this transition (Uber, 2022) allowing
 68

riders to select whether they would like a lower-emission ride, pairing the rider with a

driver of a hybrid or electric vehicle. While these trips cost the rider $1 more, $0.50 of that

fee is paid to the driver, and the other $0.50 is contributed to the Zero Emissions Incentive

(Uber, 2022). Lyft however, intends to launch a fleet of autonomous vehicles into several

cities across the United States in 2023, and is currently working closely with Motional to

develop user friendly features that meet the needs of autonomous riders such as

unlocking the doors, beginning the ride, and display features that are designed to keep

the rider involved in the trip (Nicholas, 2022). UberEats competitor Just Eat Takeaway

seems to be falling behind in its autonomous technology advances, as it began to trial

autonomous delivery in 2016 in partnership with Starship Technologies, which has

remained a trial that has expanded no further than hotel concierges and servers

(Eversham, 2021).

Management Information Systems VRIN Analysis

Is Uber’s Is Uber’s Is Uber’s Is Uber’s

Management Management Management Management
Information Information Information Information
Systems Systems Rare? Systems Costly Systems
Valuable? to Imitate? Nonsubstitutable?

Yes Yes Yes No

Competitive Competitive Parity

Consequences

Performance Average Returns to Above Average Returns

Implications
 69

Currently, Ubers management Information systems remain valuable, rare, and

constantly to imitate. This is because Uber has invested a considerable amount into its

partnership with Aurora. In addition, Uber has also worked closely with Motion, a potential

substitution and also the organization that its competitor Lyft is also partnered with, given

Uber an advantage in terms of what both companies have to offer. In addition, Just Eat

Takeaway is not focusing on autonomous advancement at this time, allowing Uber Eats

to take the lead in terms of autonomous delivery. As a result Uber’s multiple partnerships

Uber’s management information systems reflect competitive parity and average to above

average returns.

Leadership Structure

Non-Financial

The chart on the following page outlines the title, tenure, and wage of the top three

executives for Uber and its competitors Lyft and Just Eat Takeaway. Notably Uber’s

management team is among the highest earners, with Lyft somewhat below, and Just Eat

Takeaway with significantly lower for its senior management team. However, Just Eat

Takeaway seems to compensate its management team with more equality than that of its

competitors.
 70

Senior Management

Dara Khosrowshahi Nikki Krishnamurthy Nelson Chai (2019)

(2017) (2018) Chief Financial Officer
CEO and Director Senior Vice President
& Chief People Officer Wage in 2021:
Wage in 2021: $6,837,487
$19,937,818 Wage in 2021:
$10,740,983

Logan Green (2008) John Zimmer (2008) Elaine Paul (2022)

Chief Executive President, Co- Chief Financial Officer
Officer, Co-Founder Founder and Vice
and Director Chair Wage in 2021:
$6,860,194
Wage in 2021: Wage in 2021: *wage taken from
$13,909,482 $14,887,670 previous CFO in 2021

Jitse Groen (2011) Brent Wissink (2016) Jörg Gerbig (2016)

Founder, CEO and CFO and member of COO and member of
Chair of the the Management the Management Board
Management Board Board
Wage in 2021:
Wage in 2021: Wage in 2021: $442,748
$467,345 $442,748
*(Year) indicates employee start date with organization
(Just Eat Takeaway.com, 2021)
(Salary.com, 2021)

In addition, Lyft and Uber are ranked similarly in terms of Leadership Culture, with Lyft at

72% and Uber at 83%, along with similar differences in Team Culture with Lyft at 73%

and Uber at 85% (Comparably, 2022). Uber's CEO Dara Khosrowshah however is rated

15% above Logan Green, CEO, Co-Founder and Director of Lyft, with his highest ratings

from employees in HR and Legal departments (Comparably, 2022). Uber’s senior

management is relatively new, and despite its efforts, Uber had been functioning without
 71

a CFO since 2015 until Nelson Chai was onboarded in 2019 (Bhuiyan, 2018). Its

competitors on the other hand seemed to have a lower turnover rate and higher upward

movement in the organization, with the exception of Lyft’s CFO who began working for

the company in January 2022 (Lyft, 2022).

Leadership Structure VRIN Analysis

Is Uber’s Is Uber’s Is Uber’s Is Uber’s

Leadership Leadership Leadership Leadership
Structure Structure Rare? Structure Costly Structure
Valuable? to Imitate? Nonsubstitutable?

Yes No Yes No

Competitive Competitive Parity

Consequences

Performance Above Average Returns

Implications

As Uber’s Leadership team takes the lead in compensation, it is clear that their

leadership structure would be costly to imitate, along with their above-average returns.

While it may not be rare and may be substitutable, putting Uber in competitive parity,

working for Uber’s certainly has its benefits, and the success of its new senior

management team suggests that it would be in their best interest to continue working for

Uber, rather than its competitors.

A Summary of Strengths and Weaknesses

Based on the VRIN capabilities evaluated above, Uber’s strengths lie in its

distribution, finance, human resource management, management technology information

 72

systems, and its leadership structure. In terms of Uber’s distribution, it is well established

globally and with its ability to be financially competitive as a leader in the rideshare

industry, Uber is able to consider mergers and acquisitions that will continue to broaden

its distribution. Additionally, Uber has a strong senior management team that is fairly new

to the organization compared to that of its competitors, creating anticipation for innovation

and further advancement for a well-established company. Although Uber seems to be

doing relatively well amongst its competitors, Uber’s weaknesses are substantial in both

marketing and customer service. As a result, Uber remains in competitive parity with both

Lyft and Just Eat Takeaway, however given Uber’s negative media coverage, Uber would

benefit from enhanced marketing strategies, and a strong focus on customer service and

safety practices as a means of repairing its brand reputation. Given that Uber is

attempting to move towards an autonomous rideshare option, its investment in customer

service is crucial, as the number of customer service communications will increase, once

there is no driver involved.

Currently, it is essential for Uber to continue to retain the global reach that it has

obtained as this will allow the organization to adapt to the rideshare and food delivery

industry, as well as advance beyond brands that may attempt to compete. Additionally,

Uber should continue to focus on autonomous rideshare options, as this will eliminate

costs associated with its current practices and provide an enhanced customer

experience, should they utilize their resources through Aurora to develop a detailed, rider

focused vehicle. It is also important to recognize that Uber’s Human Resource

Management, its employees, and its senior management team play a significant role in
 73

the success of the organization, and therefore compensation and employee well-being

should remain a focus to retain its valuable employees.

Uber’s capabilities align with Uber's business strategy in many ways. Currently

Uber functions with a differentiation strategy, and much of its business success can be

attributed to its supply chain, distribution, finance, human resource management, and

leadership structure within the internal environment. More specifically, Uber’s recent

investment in Aurora will support its growth in the industry through differentiation by

offering autonomous rideshare options that stand out from its competitors. This expansion

will also contribute to Uber’s differentiation strategy in the long run, as technology

advancements will eventually lead to reduced cost in other areas such as driver payout,

allowing Uber to implement a competitive price point and efficiency for its users. Once

Uber is able to provide competitive pricing through its technological advancements, Uber

can differentiate from other competitors. To be precise, Uber is differentiated on the basis

of technological advancements. Thus, they can improve their strategic decision without

having to put a costly investment even in future in consideration to be better than

competitors or just differentiating themselves in the industry. As mentioned earlier, Uber’s

partnership with Aurora created a differentiation strategy because Aurora is able to deliver

a cloud-based security system to aid with a lot of users for the means of security. Uber

can build up on the strength if they incorporate these features in collaboration with Aurora.

Uber has utilized outsourcing from the beginning, as its drivers are independent

and able to begin earnings so long as their vehicles, and they themselves meet the driver

requirements (Uber Technologies, 2022). This saves Uber from having an extensive

Human Resource team dedicated to hiring and training drivers, along with the reduction
in costs related to employee turnover.
SWOT Table Summary
Strengths
● Strong Brand Recognition:
Uber is known as a leader in the
rideshare industry, with their global
market reach Uber has a competitive
advantage in the rideshare industry.
● Management Information Systems:
Uber has significant investments in
technological development, and a
strong focus on technological
advancement. Their partnership with
Aurora will support further
development in their management
information systems.
● Partnerships:
Uber’s strong financial returns
suggest that they are a strong
competitor and their partnerships are
likely to yield high return on
investments.
Opportunities
● Technology Advancements: Uber’s
strength of technology can aid further
development to make it harder for
competition to substitute or to be
known as a leader in Tech.
● Environmental Sustainability: The
rideshare industry as well as the food
delivery service industry has
generated a negative impact on the
environment. As shown in the
customer service segment, Uber can
focus on change in this area to
74
Weaknesses
● Customer Service:
As presented in the customer
service segment, Uber is rated low
similar to that of its competitors. This
has negative implications for the
brand.
● Marketing: Uber relies heavily on
user referrals and has limited
marketing strategies in place.
Additionally, Uber prices their
services similar to that of its
competitors. Enhanced marketing
strategies could support increased
use.
Threats
● Safety Concerns: The threat of
safety concerns is a major issue for
Uber as sexual assault, harassment
and violence have been an ongoing
issue for Uber’s riders and drivers.
This could have negative
implications for the brand and its
ability to retain consumers.
● Inflation: The threat of inflation
shifts customer preferences, as well
as changes in their financial
planning.
 75

increase sustainable practices and ● Political Roadblocks: There are

meet consumer demands. certain areas or countries that
prohibit Uber services, in addition to
● Market Growth: Uber can look at the
laws and regulations that require
global market for opportunities to
adaptation.
enhance their productivity and help
drivers internationally. This will create
a positive outcome about how drivers
internationally enjoy the same
benefits.

Strategic Recommendations

Business-Level Strategies

1. Enhanced Safety Features (Mobility)

After analyzing the Value Chain Analysis and SWOT table it is clear that one of the

major weaknesses of Uber is its customer service segment which in turn creates a major

threat of safety concerns toward its mobility services.

Uber has consistently suffered from a negative customer service reputation which

is showcased by its low customer service rating of an average 3.1 out of 5 (Glass Door,

2022) (sitejabber, 2022) (Trustpilot, 2022). This is because Uber has experienced

ongoing issues with safety concerns for their riders and drivers, with most incidents

specifically relating to sexual harassment, sexual assault, and physical violence. This

issue creates a major threat for the company as users could potentially stop using the

platform if the safety concerns are not addressed in an appropriate manner, further

leading to a loss in profit and revenue. In response to these safety incidents, Uber has

shifted its driver training and initial screening to a more intensive and continuous practice

that monitors, and flags new reports of criminal offenses committed by drivers. Uber plans
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to contribute millions in grant funding towards organizations working towards preventing

gender-based violence (Uber Canada, 2021).

However, Uber can take further steps to address safety concerns by investing in

the implementation of a mandatory emergency button in all service vehicles and

incorporating unlimited stops in ride requests. A mandatory emergency button can be

installed in locations accessible to both the passengers and drivers. In case of an

emergency, this button when pressed will immediately contact emergency services (911)

and will assist in tracking down the service vehicle. The state of California, for example,

introduced a bill in 2018 for the implementation of “panic buttons” in the hospitality industry

to prevent sexual harassment and violence against workers (Daniels, 2018). Therefore,

emergency buttons used to combat sexual assault, harassment, and violence are not

uncommon, and will make an excellent safety feature for Ubers mobility services.

Additionally, another strategy Uber can utilize is incorporating unlimited stops in

ride requests. Currently, Uber only allows a maximum of two additional stops with the ride

route (Uber, 2022); this creates a restriction for the riders as in an event of an emergency

they cannot add an additional stop if they have already added two stops to their route.

Therefore, unlimited stops in ride requests will help the riders feel more secure and

comfortable as they will be able to ensure each rider arrives home safely, should each

rider end their trip at different destinations. These strategies will not only help to address

both drivers and riders’ safety concerns, but will also help to improve company reputation,

and employee/customer retention.

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This strategy is ranked as number one in the list of business strategies proposed,

as improving customer service is top priority, and will help to better sustain the company

in the long term. Furthermore, Uber will help to address Uber’s negative reputation as a

result of safety incidents, before embarking on its future plan to transition to fully electric

and autonomous vehicles. Autonomous vehicles will of course have its own safety risks,

thus having that mandatory emergency button will make riders feel safer in case of an

emergency. By implementing advanced safety features, Uber will demonstrate that the

safety of both riders and drivers is a top priority for the company in order to restore trust

among its users.

In conclusion, through implementing advanced safety features such as a

mandatory emergency button in all service vehicles for both drivers and passengers, and

incorporating unlimited stops incorporated in ride requests, Uber can reduce the negative

implications within the customer service segment and reduce the threat of safety

concerns for both all riders and drivers. Additionally, Uber will be able to step into its

transition to fully electric and autonomous vehicles more smoothly, reducing the risk of

loss of profit and revenue.

2. Increased Customer Comfort in Autonomous Rideshare (Mobility)

Customer service has been identified as one of Uber’s greatest weaknesses through its

VRIN analysis. Therefore, it is essential for the organization to have a strong consumer

focus when launching new initiatives, in order to increase their ratings in this area, and

develop positive brand recognition. With the recent investment of $400 million dollars into
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their partnership with Aurora, Uber is equipped with the resources to develop thoughtfully

designed autonomous vehicles, creating an opportunity for the company to improve and

enhance its customer experience (Uber Technologies, 2021).

Many of the issues Uber encountered with its customers involved allegations of

sexual assault, harassment, and physical violence, as previously mentioned (O’Brien,

2022). Although these interactions were typically between driver and passenger, and with

the introduction of autonomous rideshare these relationships would rarely occur, it would

be in Ubers best interest to implement safety features that provide its consumers with

peace of mind and reduce the likelihood of incidents occurring between passengers

themselves, or when entering/exiting the vehicle. Incorporating an emergency button,

such as that listed in strategy #1, to achieve a higher level of safety, Uber should consider

how the vehicles will be monitored. It is suggested that Uber implement human operated

inspection stations, at which the vehicles are monitored throughout the areas they intend

on providing this service. This strategy will require Uber to hire individuals to operate the

stations, which will increase the number of available jobs, as many drivers will experience

income loss once an autonomous fleet is launched. The operator position would include

vehicle camera access whereby the operator will monitor the vehicle's trip, along with the

ability to communicate via audio with riders, and vice versa. In addition to this feature,

operators will have the ability to call back vehicles for inspection, will be responsible for

vehicle cleanings, and inputting orders for maintenance.

Furthermore, while safety is a top priority, Uber should also take into account

considerations related to vehicle design to enhance the customer experience during the

ride. This might include installing a universal charging station for cell phones, a plug that
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could be used for longer trips if a rider is utilizing a laptop, and Bluetooth capabilities that

allow the rider to connect their audio to the vehicle and select their music, book, or

podcast to enjoy during the ride. Lastly, considerations related to customer experience,

and brand enhancement include vehicles that range in size and number of passengers,

which the rider can select through the app. Increased vehicle accessibility options, and

vehicles that will continue to offer Uber Pet.

In conclusion, Uber can utilize its resources and increase its customer service

ratings through the provision of safety features along with enhanced ride experiences.

This was ranked as the second strategy, as customer service is a crucial component to

the success of the business, and safety is a top concern. Along with incorporating safety

features implemented in strategy #1, Uber can enhance rider safety through additional

components such as cameras to observe riders inside and outside the vehicles. It is

expected that the shift to autonomous rideshare is intended to be permanent, and

therefore the release of thoughtfully designed vehicles and detailed procedures can

support a successful strategic outcome.

3. Sustainable Practices (Delivery)

Uber did face backlash previously for their environmental impact from using suppliers as

independent contractors. In this case drivers are in control of their work schedule, which

can lead to working extra hours, or visiting high traffic areas that still cause environmental

impact. Based on the SWOT analysis, environmental sustainability should be a

consideration for Uber moving forward. In addition, end users are also supportive of

increased sustainability practices (Business Wire, 2021). As a part of Uber’s vision

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statement, Uber is striving to continuously improve their service delivery. Uber’s

partnership with Aurora will make a huge impact on the environment, in addition to

meeting the needs of consumers and their desire for increased sustainability (Business

Wire, 2021). Through the implementation of increased sustainability practices, Uber can

increase the outcomes of its differentiation strategy. In order to take a faster approach to

meeting sustainability demands, Uber can develop, and distribute sustainable packaging

to be used by the restaurants who use Uber’s delivery platform. The benefit to

implementing this change, is that it can be done quickly, making it a short-term goal.

Research analysis shows that sixty percent of consumers are considering sustainability

as a purchase criterion (Business Wire, 2021). This means that the majority of consumers

are willing to pay for changes that enhance sustainability, supplementing costs of

providing this packaging to the buyers, along with providing an opportunity for increased

branding.

4. Increased Freight Services (Freight)

Another recommendation we have based on our SWOT analysis is the focus on

increasing demand for Uber’s freight services. This recommendation is derived from

Strength, Opportunity, and Threats. Increasing Uber’s freight services can increase their

strength as they have an established portfolio within the industry, along with providing the

business with the opportunity to expand technologically in new markets, and potentially

become more advanced than existing companies within the freight industry. A major

threat when attempting to expand in this industry sector are political roadblocks, such as

laws and regulations based on the location in which they operate.

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Within the freight delivery service, Uber currently competes with some of the

world's biggest freight companies such as C.H Robinson, Total Quality Logistics, Convoy

and DHL (Uber Technologies Inc, 2021). These freight companies have both union

employees, as well as independent contractors (DHL Workers United, 2022). Uber, as it

is right now, only hiring independent people who are contracted through Uber to drive for

other companies, meaning that the way their freight works is similar to how their rideshare

works. This is where there is a big gap for Uber to fill. Since its main competitors have

their own fleets and their own unionized workers (DHL Workers United, 2022), Uber

needs to enter into this sector of the logistics industry in order to be a real time competitor.

Through fleet ownership and access to technological resources, logistics is a

feasible opportunity for Uber. Uber demonstrates its strengths in the industry as it has

already introduced new technology to the industry through their use of online resources.

In their annual report, they mentioned that the industry as is, is very outdated (Uber

Technologies, 2021). Most companies, especially smaller scale companies, are using

faxing and cold calling to find drivers, which as mentioned in the annual report, is time

consuming and inefficient (Uber Technologies, 2021). Uber has entered into a small

portion of the market by offering its ease of access through their freight website. For

freight companies looking for drivers, all they have to do is go to Uber’s website, publish

the job that they need and wait for someone to respond, or they can hire on the spot

people in their area looking for jobs. Although this is a great advancement in the freight

industry, Uber can and should do more (Uber, 2022)

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In 2021, Uber’s freight services saw revenue of approximately $101 million which

comes from their drivers that use their platform to work contract jobs (Uber Technologies,

2021). We can see that in comparison to their mobility services where Uber does have

their own workers and their own independent contractors, they had a revenue of just over

$608 million (Uber Technologies, 2021). Although it would be an expensive investment

to purchase their own fleet and have their own drivers, Uber has the potential to reach

similar revenue to that of its competitors. For example, one of their main competitors Total

Quality Logistics uses the same business model and saw a revenue of $7.9 billion in 2021

(Total Quality Logistics, 2022).

A major threat that Uber might face is that of political roadblocks with existing

freight and logistics companies. Many countries own their own freight companies such as

China Cosco, which is one of the largest freight companies in the world (Woodley, 2022).

Companies like these would make it difficult for Uber to enter into the markets. Within the

freight industry there are companies who own the rights to transporting certain goods, this

can create a roadblock for Uber when seeking companies and manufacturers who will

use Uber as their primary freight service. Additionally, some larger companies such as

Volkswagen for example, utilize their own “in house” freight services (Volkswagen, 2020).

This eliminates the need for second party companies like Uber. This strategy is ranked

fourth priority as expanding into a new market may be a higher risk than further developing

its existing successful services in rideshare and food delivery.

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5. Incentive Program Globally (Mobility)

The fifth strategy focuses on incentives for the buyers which is drivers. The value chain

analysis shows that we can improve on our delivery services to ensure greater returns.

The idea is to have these incentives established globally to support the drivers. With this

as a global strategy, we can be supportive of differing financial situations for their drivers.

Uber has strived for a differentiation strategy that can be unique to the market. Uber’s

strength lies on their technology-based platform which has been sustainable and

profitable in the long run. Within the economic segment, it is noted that drivers are working

extra time to increase the earnings potential. As inflation impacted drivers, Uber’s strategy

to use incentives should increase driver satisfaction with their earnings and perks.

Research shows that incentive programs increase sales and profit for businesses

(Incremental Marketing, 2022). This will also strengthen the relation between Uber and

its drivers, indicating that Uber is aware of economic changes and wants to support their

drivers as best as they can. A meta-analysis for the International Society of Performance

identifies how effective incentive programs are, suggesting that such programs increase

performance by 22 % to 44% engaging participants, and helping companies attract quality

employees, in this case drivers (Steven Condly, 2003). Quantifiable growth can be

expected by implementing this strategy and helping drivers sustain themselves

financially, remaining profitable as buyers. This strategy also requires an effective use of

marketing in order to make current drivers and potential new buyers aware of incentives

being. Uber can expect higher satisfaction from drivers through the implementation of

incentives. Following the launch of incentives, Uber will survey drivers to obtain driver
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feedback, evaluate the incentive experience, and make necessary adjustments to

accommodate its drivers.

Corporate-Level Strategies

1. Horizontal Integration

The first corporate level strategy is based on the information we received from our SWOT

analysis; Uber threats are the issue regarding their sustainability demands. An

opportunity Uber can use to resolve that issue would be to focus on technological

advancements.

At this time, it would be in the best interest of Uber to acquire Aurora, preventing

other competitors from utilizing this source. This strategy should allow Uber to gain a

lead in the next phase of its mobility sector, which is fully autonomous vehicles, as part

of its business operations. This complete control of Aurora Innovation would further

improve Uber's technological capabilities and help counter their sustainability demands

relating to the carbon footprint caused by Uber's drivers. The acquisition is contributing to

our environment in a positive light due to the size of its rideshare company. It will be one

of the significant reasons that electric vehicles are most prominent in high volume

communities. Uber will also be adopting this new business operation in neighboring

countries in which Uber already operates. What about the driver? With this acquisition,

Uber will be going through a process where they will begin their first test of full self-driving

EVs. This test will be launched in an experimental location, having the cars hit specific

requirements before launching commercially. It will be a long process for the company,

so drivers will always have their job until further notice. As Uber recognizes, this operation

will cost many Uber drivers their jobs, especially those who work part-time, as full-time
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employees will have their position for a longer time. Uber will use its driver's records,

driving habits, ratings, and other data on its drivers to determine how it will compensate

them for being let go. With this transition, we are aware of the public's concern. Many will

be against it, and only a few for it. We understand the problem for the safety of the people.

Uber has considered the public problem and made it clear that this option will only be

available in specific locations at first, also allowing end users to choose as they please.

They believe Uber is going to be a hybrid network of driverless cars and human drivers

for a very long time (Davalos, 2022).

If end users are willing to experiment with those options, it will not only allow the

cars and us to learn as it drives, but it will generate more data, learn and adapt to the new

information received throughout the rides. Uber's technological advances are equipped

with AI learning technology and promise that the public will be safe, which is the

company's primary objective with our transitions. With this acquisition, uber can begin

deploying electric EVs, which are already a step to help reduce carbon footprints.

Furthermore, this acquisition will help Uber fiscally by cutting its costs and allowing it to

retain its position as the industry's market leader through innovation. In addition, Uber's

self-driving technology will become a crucial factor in Uber's profitability. And it would

allow Uber to generate higher sales per ride since it will keep all the fares.

In conclusion, Uber technology plans to launch this new operation of self-driving EVs with

its complete acquisition of Aurora Innovation; the horizontal integration with Aurora will

help the company improve its already competent technological department. Furthermore,
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with Artificial intelligence integrated into self-driving EVs, the transition will also allow the

company to battle its climate-related greenhouse gas emission by limiting the number of

gas cars on the road and deploying EVs instead.

2. Related Diversification Strategy

The related diversification strategy is when Uber partners with companies to expand the

businesses and brings their own ideas to create their business strategy to connect with

more customers and business owners. In many ways, Uber is a great example of a

corporation that may benefit from diversity. To begin, Uber's services extend beyond its

ridesharing program. While the pandemic outbreak has been devastating to many

businesses, Uber's past business into food delivery has been a lifesaver for customers

(Sumagaysay, 2020). In 2020, rides dropped by 80 percent, but requests for food delivery

went up by 89 percent (Levy, 2020). There's more to Uber Technologies than ridesharing,

it is diversifying its business further by including grocery delivery. Nonetheless, it is where

the company has seen the most success. These distinct commercial endeavors serve

different business bases, which may mutually benefit one another. In addition to its well-

known rideshare component, Uber Technologies offers a variety of other services, such

as Uber Eats, through which consumers may have food delivered from their preferred

restaurants. Uber Freight is a complimentary app that connects carriers with shippers. By

doing so, those who utilize Uber Freight may quickly and easily send packages all across

the world. With "Uber for Business," Uber has established itself as a go-to business for

entrepreneurs by streamlining its invoicing, business tracking, and reporting processes.

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Uber has also investigated the healthcare sector as a potential growth market. In

order to make Uber’s flexible transportation scheduling more accessible to the general

public, the firm has worked with a number of health-related groups. To ensure patients

get to their appointments safely, and with any necessary assistance, doctors and

caregivers may arrange rides for them in addition to patients organizing rides themselves.

Uber health has partnered with American Logistics for more people to have easy access

to “on-demand” rides for medical appointments (Landi, 2019). As part of the agreement,

the two businesses will work together to integrate Uber's network of drivers and payment

partners with the transportation technology used by American Logistics. This partnership

strengthens Uber’s link to the healthcare industry and is the business’s first nationwide

engagement with a hospital transportation management company. Uber CEO Dara

Khosrowshahi stated that during the second quarter of 2019 Uber company’s health care

partnership had grown by 400% year over year since 2018 (Landi, 2019). As more

healthcare sees more benefits providing patients with transportation options, the request

for “curb to curb” rides went up (Landi, 2019). This is an indication of a successful venture

in which Uber should continue to explore.

In conclusion, Uber’s strength was partnering with the companies that help Uber

strengthen their current market and through the new Uber Technologies to connect with

more people. The related diversification strategy helps Uber with the Market growth when

Uber competes with significant competitors (Lyft, Justeat (Skip the dishes), and Instacart)

The opportunity for Uber was Ubereats, Uber grocery delivery (Cornershop) during the

pandemic that helped a lot of millions of people. All of these Uber services were available
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online. Apps for both Uber and Uber Eats allow users to quickly and easily place orders.

Uber will keep up with technological developments to better serve its clients. If Uber

wanted to increase its presence in the market, it could potentially engage contract

employees to provide additional services.

3. Expansion Strategy

For Uber to counter one of its primary weaknesses marketing, Uber can address

this issue by focusing on one of its opportunities: remaining environmentally sustainable.

To further the corporate-level strategy with Aurora innovation, this strategy could take

place after Uber's complete acquisition of Aurora's innovation. This strategy would help

create awareness regarding Uber's plan to reduce its greenhouse gas emission through

its newly implemented "Branded charging stations." This new plan for the company will

make a positive response from the general public and its stakeholders. Uber's future

acquisition of the Aurora company would help closer this future of self-driving electric

vehicles.

Furthermore, for this expansion project to be possible, Uber will require help from

different markets, preferably in correlation with our businesses, charge stations, gas

companies, tech companies, artificial intelligence companies, etc. This expansion into this

new market will have its challenges. With the help Ubers supporting partners, Uber willl

make its charging stations available in precise locations where the self-driving EVs can

always head to charge and dispatch. Charging stations will be distinct and easy to

recognize; if a customer decides to call for an uber that's directly in front of them, they

can do so by just referring to the code on the back of the vehicles, which its app would
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identify. Based on Uber’s AI Learning system, it will be that simple to call for an uber, with

fewer wait times and smoother rides.

With this expansion into a new market, Uber will have its gas stations that will

transition to charging stations. The focus here is on Uber’s opportunity to create an

environmentally sustainable business practice. By countering this problem with Uber’s

EVs, Uber can support the shift to the removal of fuel stations and through the introduction

of charging stations in their place. This strategy to expand Uber’s business into a new

market and be fully green creates positive marketing opportunities for the company and

is tied to Uber's primary responsibility, which is to become a net zero-emissions platform

by 2040 globally (Uber Technologies, 2022).

Electric Vehicle charging stations is bound to receive positive feedback from the

community, and good press for the company therefore bringing good news for its

stakeholders. Uber is already making future moves to this charging station by partnering

with shell. Based on the progress from this partnership, the CEO of Uber says, "This

project is an example of what can happen when business leaders, policymakers, and the

community work together to support the clean mobility transition in Vancouver." In this

project, they launched three electric vehicle charging stations in Vancouver. Drivers

receive discounts if they charge at this station, which is more convenient than going home

to charge or using any other charging station due to the charge speed of 120 Watts (Rang,

2022). The efforts now are just the beginning phase of something much bigger.
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In conclusion, this strategy will require critical steps to take place. However, with Uber's

primary goal of net zero emissions, this strategy is its best bet for achieving this goal, and

the company has already begun taking the proper steps to get there.

Ranking Matrix

Business-Level Strategies

Ranks Enhanced Safety Features (Mobility) Threat (Safety

● Mandatory emergency button in all service Concerns)
1 vehicles +
● Unlimited stops incorporated in ride Weakness
requests (Customer
● Reduce the threat of safety concerns for Service)
drivers and riders

2 Increased Customer Comfort in Autonomous Weakness

Rideshare (Mobility) (Customer
● Implement human operated inspection Service)
stations for autonomous vehicles +
● 24 Hour Monitoring Service Opportunity
● Install AUX cord, charging station, and (Management
Bluetooth capabilities for consumer media Information
Systems)

3 Sustainable Practices (Delivery) Weakness

● Retaining Lost Customers from Backlash (Customer)
● Implementing small percentage towards +
environmental causes Opportunity
● Increased Satisfaction amongst (Environmental
stakeholders and shareholders Sustainability)

4 Increased Freight Services (Freight) Opportunity

● Increases opportunity for a complete supply (Technological
chain run by Uber Advancements)
● Increases market reach +
● Provides safety net for the company if other Threats (Political
aspects fall through the cracks Roadblocks)
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5 Incentive Program Globally (Mobility) Threats (Inflation)

● Creating opportunities globally for drivers +
● Financial Stability Strengths
● Creating Ads to spread the news (Management
Information
Systems)

Corporate-Level Strategies

Ranks Horizontal Integration - Acquiring Threats (Environmental

Aurora Sustainability)
1 ● The acquisition of Aurora to gain a +
lead in the next phase of its mobility Opportunity
sector (Management Information
● More EV’s on the road is better for Systems)
our environment.

2 Related Diversification Strength (Partnerships)

● Introduction of additional market +
segments as part of Uber’s services Opportunity (Market
and brand offerings Growth)
● Uber technological developments

3 Expansion Strategy Weakness (Marketing)

● Uber branded vehicle charging +
stations Opportunity
● Economics of scale (Environmental
Sustainability)

Conclusion and Limitations

The business level strategies presented in our report include enhanced safety features in

the mobility sector to increase customer service, increased customer comfort in

autonomous rideshare in the mobility sector, implementation of sustainability practices

within the delivery sector, increase in freight, and the implementation of an incentive

program for drivers. Corporate level strategies include horizontal integration through the
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acquisition of Aurora, in order to gain a lead in the next phase of the mobility sector,

related diversification through the introduction of additional market segments in order to

expand the business portfolio, along with the introduction of branded vehicle charging

stations to support environmental sustainability targeting economies of scale. To

implement these strategies effectively, Uber would need to refer to their value chain

analysis, which indicates the need for Uber to focus on strengthening its marketing and

customer service segments.

In terms of limitations within the report itself, there is an abundance of information

related to the rideshare industry. As this report was limited to 90 pages, it was imperative

that we include only the most relevant data. In addition, there may have been changes in

our findings if we had reviewed annual reports from previous years, indicating the

changes in Uber and its competitors over the past 5-10 years. This could have had

implications on the success of Uber in relation to its competitors, as much of this

information would have included Uber’s demographic growth, and its investments to do

so, impacting Uber's revenue versus its debt ratio and liabilities. In addition, it may have

been beneficial to further examine Ubers relationships with the individual communities in

which they operate, along with its competitors, and failed investments in which they

ceased operation as a result of local competitors.

Limitation: (Business Strategy 1)

One limitation in the enhanced safety feature strategy is the lack of information, data,

statistics on how well emergency buttons performed in a practical setting. Questions such
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as What is the success rate? What are the major complications? Are still to be explored.

Furthermore, another limitation with this strategy is the cost of installing all of the buttons

in every service vehicle. Uber will need to heavily invest into this strategy. Therefore, Uber

must partner with reputable technology companies to ensure accurate implementation of

emergency buttons with a low risk of breakdowns. This will reduce Uber's risk of financial

loss.

Limitation: (Business Strategy 2)

While it may be in Uber’s best interest to implement human operated inspection stations

for vehicles, this will require intensive planning and financial investment. Planning

considerations for the station themselves would include, strategic location, building

permits, vehicle charging capabilities, hiring and scheduling staff, as well as adequate

cleaning facilities and supplies. With the addition of staff along with inspection stations,

the launch of an autonomous fleet will require careful consideration to ensure all aspects

of the operation are in place before implementation, extending the planning and

development phase of the strategy beyond the design and launch of the vehicles.

Limitation: (Business Strategy 3)

The limitation for sustainable practices is that Uber may have to use higher capital to

invest into these measures. When looking at the measures, restaurants or fast food may

be opposed or lenient on how they view sustainability as a strong financial return. Hence,

it will be hard to maintain the use of plastic free components like paper bags or

environmentally safe cutleries. Other limitations would be that order number may rise or
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maybe even lower hence, they may either run out of our packaging or even not use

enough. Uber may be at risk of distributing these measures globally since there may be

inconsistency of the uses plus how much is readily available globally. Uber would need

to find alternate sources to make the sustainable packaging easier to access globally.

Limitation: (Business Strategy 4)

The limitations that are involved with expanding more into the freight industry include high

investment costs, saturated markets in specific regions, and political limitations. For Uber

to purchase its own fleet of freight and logistics carriers would be no small number. The

cost of purchasing boats, trucks, trailers and in some cases, airfare would be a significant

investment. For example, the average cost of one semi-truck is anywhere from $100,000

to $150,000 (Durbak, 2021). This along with purchasing the rights to certain products and

areas, along with generating business agreements with the companies that Uber would

offer their freight service to. There would also be limitations due to both saturated markets

and political roadblocks. In some countries, such as Greece, the markets are extremely

saturated as shipping and freight is where most people are employed (Holmes, 2021).

This in combination with political roadblocks as mentioned before would create limitations

that Uber could see troubles getting over.

Limitation: (Business Strategy 5)

When looking at limitations, Uber needs to consider the change made through

implementing incentive programs globally. Is Uber offering incentives of equal value

across all communities? This can become an economic issue for some parts of the world

where the monetary value is low, creating a disconnect in equity amongst all drivers.
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Another limitation is some drivers may be opposed to the idea if they are new to Uber

because they have not established their profile to achieve incentives offered to more

seasoned drivers. In addition, Uber will need to put internal use of the application on a

higher level for the incentives to work globally. Hence, there will be extensive measures

and costs associated with the development of an incentive program.

Limitation: (Corporate Strategy 1)

There are many limitations to this strategy. An example is the passenger's Safety; this is

one of the primary obstacles we must overcome to make this self-driving electric vehicle

a reality. Self-driving cars will be pushed back even further if we cannot overcome this

obstacle in time. In addition, the necessary amount of data, and information regarding

driving-related things, such as weather conditions on the road, amount of cars on the

road, and road conditions, must be considered when deploying these vehicles. Finally,

not only is Uber concerned with their rider's Safety when on the road, but also regarding

potential attacks from hackers whose intention may or may not cause harm to the riders.

Limitation: (Corporate Strategy 2)

In addition to the ridesharing market, Uber is active in a large number of other commercial

fields as well. Uber is putting a lot of effort into entering new markets by operating in a

number of different fields, such as food delivery, the distribution of items, and its own

business-specific sector. They are always testing themselves to see their next step and

how they can get a head start on it. Uber has already learned their market strategy, which

was ridesharing; thus, by expanding into other ventures such as UberEats, UberFreight,
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and Uber for Business, amongst others, they are able to evaluate what works best for

them and consumer preferences. Through the expansion into these additional areas,

Uber can diversify and expand.

Limitation: (Corporate Strategy 3)

As Uber might yield only satisfactory results in the early stages of their autonomous

vehicle option, a limitation regarding this strategy is providing quality services for riders,

As a rider experience is crucial to the success of an autonomous fleet, therefore extensive

research must be conducted to offer riders' an experience that exceeds their

expectations. Limitations relating to Uber's charging station include the length of charging

a vehicle fully, and the number of vehicles a station can accommodate versus the demand

for rides. Most electric vehicle charging stations usually stop a charge once the vehicle

has reached 80%, as the amount of time it takes to go from 0%-80% is the same as 80%-

100% (John Davis, 2022). Charging efficient technologies will need to be considered as

these limitations pose potential problems for the company.

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