STRATEGIC MANAGEMENT UNIT 2.

MANAGEMENT OF FORMULATION
AND STRATEGIC EXECUTION:

YEISSON ALEXANDER PEÑA PINTO

STRATEGIC MANAGEMENT
Group 212053_24

TUTOR: JUAN MIGUEL OLAVE

OPEN AND DISTANCE NATIONAL UNIVERSITY

NOVEMBER 2019
TABLE OF CONTENTS

• Introductión…………………………..……………………………………....3
• Objectives………………………………..…………………………………….4
• Concept map of each student …………………………………………….5
• Strategy Proposal…………………………………………………………….6
• Strategy Plan………….………………………………………………….…..7
• Balanced Scorecard………………………………………………………….8
• Conclusions – one link of audio ………………..………………………..9
• References………………………………………………..………………….10
 INTRODUCTION
This activity attempts to show the use of strategy design tools (Generic Porter
Strategies, Blue Ocean Strategy) and strategic control such as dashboards and plans to
solve the exposed problem related to the Uber workforce. Based on Porter's Generic
Strategies. The differentiation strategy was selected and developed as a group where the
proposed plan seeks to turn the company into the only passenger transport market that
offers benefits to its drivers without affecting the company's revenues, controlling and
ensuring implementation through a integral scorecard.
 OBJECTIVES

• Understand and apply the Porter’s Generic Strategies, BlueOcean Strategy and Value
Innovation to create a corporate strategy for the Uber’s workforce problem.

• Implement knowledge obtained during the first and second phase to create real
solutions and ideas to the organizations depending on its market situation.
CONCEPTUAL MAP
 STRATEGY PROPOSAL
Group number: 212053_23
Case name: Uber's strategy to tackle the   problem of the workforce
Generic strategy: Differentiation
Strategy description:
Great work environment and driver’s satisfaction are the aspects to promote in order to generate a highly
motivated workforce in Uber. Therefore, it is important to maintain the motivation of drivers as it is a very
positive aspect and a factor that intervenes in the work performance and contributes to improve the
company productivity. To increase employee motivation a campaign is being implemented. The meaning of
this strategy is to be the only company on the ride-hailing market that offers benefits and training to its
drivers as the main objective, offering a set of additional benefits without giving them full employee status.
Among the benefits offered there are 2 types of compensation, economic and educational. Monetary
compensation such overtime, car insurance or gas bonus depends on the average performance during 3
months (quantity of rides, amount of production and qualification from the riders) and it will be received
every quarter of the year. Educational compensation is a training program held by a third company that
offers courses to our drivers related to drive smart, transit legislation, behaviour engineering and healthy
habits. Those courses could be taken once and are presential or virtual depending on the driver preference.
 STRATEGIC PLAN
Mission  
• Improve stakeholder satisfaction Strategies

Vision • Generate a great work environment.

• Develop a recognition program that includes training
systems and equal remuneration system.
• Coverts into the best company of special transportation and
be recognized for great quality services and wellness for  
its drivers.
Tactics

Objectives
• Recognition program includes overtime, car insurance or
gas bonus.
• Establish a training and improvement program that • Deploy a training system for drivers, offering them courses
includes driving and customer services skills. focused on drive smart, transit legislation, behaviour
engineering and healthy habits.
• Establish and promote healthy lifestyle for drivers focusing
on sedentarism.
• Improve the safety conditions for the drivers.
 BALANCED SCORECARD

PERSPECTIVE GOAL INDICATOR INITIATIVES

Increase profits without giving to the Through the economic compensation program increase the drivers headcount
FINANCIAL drivers full employee status.
Balance sheet.
and number of rides per quarter.

Offer a high quality service to Ride qualification on Train the drivers through the educational compensation offered in the
CUSTOMER improve rider satisfaction. the app. recognition program, offering a great experience due to a high quality service.

Improve service quality offered in all Customer qualification

INTERNAL Train the drivers on drive smart, transit legislation and behaviour engineering
the transportation services. and feedbacks.
PROCESSES in order to give a different experience to the client during the ride.

INTERNAL Generate a great work environment in

A set of additional benefits for the drivers are include in the recognition
PROCESSES the Uber population. Work satisfaction
program to motivate the uber population and increase the productivity.

Generate a Healthy lifestyle

LEARNING & Raise awareness between drivers about health risks related to sedentarism and
awareness. Med-checks results.
GROWTH offer a healthy lifestyle programs to the drives.

LEARNING &
Improve customer services skills. Driver qualification on Bunch of service quality courses available for the drivers during its Uber
GROWTH the app. history to train them for the a great customer experience.
 CONCLUSIONS

The important thing is to establish a strategy to create competitive advantages?

A good strategy is important for the development and performance of the company and will mark the
possible success in the market you wish to enter. Different tools facilitate not only the creation of
strategies but also their control and implementation. The good selection, creation or even the union
of several generic strategies means that the company can remain and be a leader as long as it is based
on its own interests and market needs.
REFERENCES

• Hales, G., & Mclarney, C. (2017). Uber’s Competitive Advantage vis-à-vis Porter’s Generic Strategies. IUP Journal of
Management Research, 16(4), 7–22. Retrieved from:http://bibliotecavirtual.unad.edu.co/login?url
=https://bibliotecavirtual.unad.edu.co:2969/login.aspx?direct=true&db=buh&AN=126823931&lang=es&site=ehost-live

• Kaplan, R. S., & Norton, D. P. (2007). Using the Balanced Scorecard as a Strategic Management System. Harvard Business
Review, 85(7/8), 150–161. Retrieved from:
http://bibliotecavirtual.unad.edu.co/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=25358567
&lang=es&site=eds-live

• CASPARI, C., & CASPARI, M. (2016). Strategic Planning Moving Ideas to Practice. Camping Magazine, 89(2), 56.
Retrieved from:
http://bibliotecavirtual.unad.edu.co/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=f5h&AN=11456612
0&lang=es&site=eds-live