Uber Presentation.pptx 1k3z2c

Presented by: Dwi Saryanto Muhammad Mirza Maulana Pasha Rionovan

Launched in China

Dec 2014 Uber had 162,037 drivers around 311 Cities worldwide Dec 2015 Uber completed valuation around $62,5 billion

A Unique Value Proposition Flexible Fare A fare would be generated through a pricing algorithm and automatically charged to the ’s linked credit card 

Privately-Owned Without a formal contract or special type of certification, any licensed driver could sign up with the company, the uber app and earn money by taking orders 

Uber in China   

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the market in Shanghai mid 2013 Uber had recruited 42,000 drivers Product Localization(Strategic partnership with Alibaba-wallet system developed and Baidu-Baidu maps) Compete with mayor competitor Didi and Kuaidi’s

COMPETITION SECTOR Other global Market = Uber was undisputed leader China Market = Owned by Chineese Taxihailing app Didi and Kuaidi

UBER COMPETITORS Feb, 14 2015

Did i

Would not be entirely unrelated to Uber

Merger : Maintain independent brand

2016 : - Valued, $ 516.5 billion - Pool driver, 1.35 million in more 360 cities in China - 7 million rides per day

Kuaidi

- 50%, private cars

Raised the concern of industry monopoly 10 months : Loss over $ 500 million, first five months on 2015 Subsidies, up to 130%

Yidao Yongche: - Filed a lawsuit

80%, DidiKuaidi

Main Investor of DidiKuaidi : • Tencent for Didi • Alibaba for Kuaidi • Baidu for UberChina

September, 2015 : Didi-Kuaidi Invest in outside of China • $ 100million in Lyft • Formed strategic partnership • Des 2015, expended partnership, (Ola India & GrabTaxi)

Competitor History First half 2014 both companies burn 2.4 billion yuan (US $400 million) for market share wars By the year 2014 market was expanded, combined -base from both companies double End 2014 Both companies control half of the market but didi slight larger Offering Monetary Incentives to attract new customer

DIDI DACHE 

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Developed in Beijing by Xiaoju Technologies Early market entrant with initial investment $15 million from giant trench (we chat) 2013 April and May 2013 base tripled 0,69 million to 1,9 million $100 million funding from venture capital in 2014

KUAIDI DACHE

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Developed in Hangzou by Kuaizhi Technologies Bankrolled by Alibaba (Alipay)

Market share of Uber and Didi Kuaidi in 2015 Customer insight : convenience and lower than taxi prices for both Uber and Didi Kuaidi

Private Car

Other

Uber Didi Kuaid i

Uber

Didi and Kuaidi Merging creating Anti-Uber Alliance 

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Monopoly by merging after one year Uber launch in China (February 14 2015) After Merge they pour cash to Maintain dominant market shares Prior to merger both firm were'nt making money 2015 booked up to 7 million rides per day 50% Rides in private car 2016 valued US $16.5 Billion commanded a pool of 1.35 million drivers in more than 360 cities in China September 2015 invested US $100 million in Lyft (Uber's biggest competitor on its Home turf) and perform strategic partnership for lyft to use Didi and Kuaidi in China Expanding partnership to include Ola (biggest ride sharing company in India) and GrabTaxi an iTNC values in excess of US $1 billion that provide service in 6 countries in Southeast Asia October 8, 2015 Didi-Kuaidi obtained Shanghai's first "certificate" for internet based transportation company in

Regulation, society problems and goverment act January 2015 Illegal for internet apps to facilitate unlicensed taxi’s and followed by several problems    

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Major protest agains ride-hailing apps like Uber Police arrest several taxi drivers without a license Unlicense driver protest the seizure of private vehicles Chinese authorities seizing equipment and smartphones Internet-based taxi platforms certificate was developed by shanghai's transportation departement (certificate for private taxi) Ministry of transportation issued guidelines reforming China's taxi industry Draft of New law "The Operation, Services, and Management of Internet-based Taxi Companies" (ex = Limitation in price) November 9,2015 draft law was closed but by the end of the year final law had yet to be announced

Uber Act through the wars 

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Proving the tenacity and ability to operate in the legal grayzone in China January 2015 create independent company Uber Technologies, Shanghai Wubo Information Technologies in Shanghai with Uber (hongkong) as shareholders ed capital US $150.000 ed two independent company Wubu Information Technology Co., Ltd., and Wubu Software Technology Co., Ltd., both with Liu Zhen (Ex Vice President Axel Martinez) as legal representative June 2015 Wubo capital increased to US $320 million Uber formally announced in October 2015 with intention to investment US $ 950 million in the ficture and investment 9.5 to build operation center in Wuhan December 2015 gain undisclosed amount of investment from Guangzou automobile and promoting Guangzou autos to its drivers January 2016 tourismate HNA Group launched strategic partnership with Uber and invested undisclosed amount

Recommendation 1.Enrich the localization of maintain and increasing consumer and driver relationship 2.Keep putting investemnt related to the fucture growth rate of the market 3.Hire professional person or create a good government relation with a company target to achieve legal state or maintaining the grayzone with approval by every part related to the business