Founded in 2009, Uber has become the biggest and most successful taxi and ride sharing company in the world, and in 2018 commanded around 73% of the US market share, its biggest market. The ride sharing firm together with rivals has the potential to disrupt a potential $650+ billion global market for human and non-human mobility that includes taxi cab hailing, car-as-a-service, last mile package delivery, or short-term car rentals (Kulkarni 2017). Despite its success, all is not well with Uber recently. Uber CEO was forced to resign in 2017 following the DeleteUber campaign that resulted in a loss of more than 500,000 customers and market share decline across numerous US states (Statista 2018c). Using a SWOT analysis sample, this report analyses Ubers strength and weaknesses.
Uber Strategy Case Study
Key Learning Outcomes
- Understand the internal environment of a company using the SWOT framework.
- Use our swot analysis example to gain an overall understanding of Uber's strengths and weaknesses and strategic options arising from the opportunities and threats that have been identified from the Pestle analysis example on it's business environment.
- To apply strategy business models and frameworks such as Swot etc to real company cases.
Using a SWOT analysis sample, analyse Ubers strength and weaknesses.
- See also, Uber Pestle Analysis 2019
1.0 INTRODUCTION
Founded in 2009, Uber is a taxi and ride-share app-based platform that matches riders with drivers of own cars via an app or its website. Headquartered in San Francisco, the ride hailing company offers services such as car sharing, taxi cab hailing, bike sharing, food delivery, transit tickets, and rental cars at the lowest possible cost. Uber’s strategic focus over the last few years has been to drive efficiencies via scale and to this end; it has invested vast sums in its technology platform and demand prediction algorithms that match supply and demand in an effort to offer the lowest prices, which it touts as up to 40% cheaper than conventional taxis (Mintel 2018).
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